Understanding team diversity has become essential for modern-day organisations. This study explores the impact of knowledge diversity in design teams through computational simulations. By analysing design space characteristics, we study how diverse teams perform compared to less diverse counterparts. Results reveal that highly diverse teams exhibit increased efficiency, quicker convergence, and larger but sparser design spaces. This work contributes to understanding the impact of knowledge diversity in design teams and sets the stage for future systematic studies of diversity.

Effective communication among seafarers is an important part of ship resource management. The improvement of effective internal communication among seafarers has an important impact on the improvement of work performance. This paper conducts an empirical study to determine which factors are related to the impact of seafarers’ communication on work performance. A questionnaire was designed to investigate 339 seafarers from different companies, different ship types and different ranks. The hypotheses were tested and analysed by five-point Likert scale, hierarchical regression analysis and path analysis. The findings of the study show that communication frequency and communication quality have a significant positive effect on performance. The effect of communication quality on performance is greater than the effect of communication frequency on performance. Two dimensions of team diversity – knowledge and skill diversity – have a significant positive impact on communication quality. Based on the questionnaire and relevant analysis, this paper puts forward some suggestions to improve the seafarer's work performance from the perspective of communication.

Although the role of top teams has been recognized in ambidextrous organizations, it remains unclear which characteristics and how the cognitive processes of top teams are used to address the dual cognitive challenges of ambidexterity. To address this puzzle, I developed a model in which I theorize that a top team with task-related diversity engaging in perspective taking will influence the achievement of an ambidextrous organization. Moreover, I further theorize that transformational leadership of the CEO will help diverse top teams master ambidexterity by influencing the team's cognitive processes. The results show that diverse teams can address the differentiating-integrating challenges of ambidexterity when they engage in perspective taking. The results also confirm that transformational leadership strengthens the relationship between a diverse top team's perspective taking and ambidextrous orientation.

Research on the team diversity-team creativity relationship has been mixed. We present and empirically examine a model of mediated moderation in which team knowledge sharing intervenes in the impact of the interaction of team work value diversity and positive mood on team creativity. Survey participants included 458 employees working in 47 R&D teams from 17 research institutes in China. The interaction of team work value diversity and team positive mood positively affected team creativity and was mediated by team knowledge sharing. Our findings suggest that knowledge sharing and positive mood are necessary to facilitate the positive link between value diversity and creativity; otherwise, diversity can have negative effects on creativity. Thus, value diversity, mood, and knowledge sharing should be considered in the formation, training, and performance evaluation of teams.