How Inclusive Climate and Task Uncertainty Activate Identity Diversity in Strategic Teams

Vollständiger Abstract

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ABSTRACT This study examines when and how identity diversity is associated with strategic decision quality in teams. Drawing on social identity, inclusion, cognitive‐diversity, and contingency perspectives, it develops a two‐stage moderated mediation model in which inclusive conditions shape the relationship between identity diversity and psychological safety, while task uncertainty conditions the relationship between psychological safety and decision quality. The model was tested in a controlled simulation involving 60 six‐person teams and a time‐lagged, multi‐source field study of 86 organizational teams. Across both studies, identity diversity was more positively associated with psychological safety under high inclusion, whereas psychological safety was more strongly associated with decision quality under high task uncertainty. The largest estimated conditional indirect association between identity diversity and decision quality through psychological safety occurred when inclusion and task uncertainty were both high. These findings distinguish the social conditions that enable demographic differences to be expressed from the task conditions that make such contributions valuable for strategic decision‐making. The experimental manipulations support causal inference regarding inclusion mechanisms and task uncertainty, while relationships involving measured identity diversity and psychological safety remain associational. Overall, the findings provide a process‐based explanation of how inclusive team environments and uncertain task demands jointly shape the strategic value of identity diversity.