| dc.description.abstract | The present study contributes to the growing literature about the factors that contribute to team
resilience. Specifically, it answers questions regarding cognitive diversity and team potency as
circumstantial factors under which psychological safety is related to team resilience. The
research questions were answered based on data collected from organizational teams working
in different sectors who were from Germany, the Netherlands, the UK, and Italy. Team
members rated psychological safety, cognitive diversity, team potency, team resilience, and the
impact of COVID-19 on the team’s functioning. The team-level data analyses revealed
insignificant findings for the main effects and two-way interactions. Yet, the results showed
that the relationship between psychological safety and team resilience is strengthened by low
(high) cognitive diversity and high (low) team potency. Conversely, the three-way interaction
revealed no significant results when cognitive diversity and team potency are both high or both
low. To conclude, theoretical and practical implications are made, and limitations, as well as
future directions, are discussed. | |
