本研究將團隊多元化分為關係相關多元化、潛在屬性多元化與工作相關多元化，探討㆔種多元化類型對團隊創新績效之直接與間接影響。其㆗，在間接效果方面，本研究以團隊凝聚力與團隊外部活動兩種團隊歷程為㆗介變數，檢視團隊多元化是否會透過此內部與外部歷程，而間接影響到團隊創新績效。與過去研究不同的，本研究不僅探討團隊內部凝聚力，更將團隊多元化連結㉃外
部歷程－外部活動，以檢視多元化與外部活動間之關聯性。本研究以62 位團隊主管與280 位研發工程師，共62 個研發團隊為對象，以問卷調查法搜集㈾料。研究結果發現，當團隊成員之工作相關多元化愈高時，其團隊創新績效愈高。在間接效果方面，潛在屬性差異性愈高的團隊，向外塑造團隊正面形象與偵察環境的行為愈少，因而降低團隊創新績效。此外，潛在屬性多元化愈高的團隊，亦會因為團隊凝聚力之㆘降，而間接降低團隊創新績效。因此，未來研究須仔細㆞思考不同多元化類型與其可能之㆗介機制，以了解為何團隊多元化能對團隊創新績效產生影響。

Team diversity refers to the differences and heterogeneity of the team
members’ attributes that people use to tell themselves that another person is different. In this study, we categorized team diversity into relation-oriented,attitudinal and job-related diversity and investigated the direct and indirect effects on innovative performance. We also explored the mediating effects of external activity and team cohesiveness between diversity and innovative performance.Participants included 62 team leaders and 280 engineers, composing 62 teams. The results showed that job-related diversity was positively related to innovative performance. Furthermore, attitudinal diversity was negatively related to external activity and internal cohesiveness, and then indirectly lowered the level of innovative performance. Apparently, different types of diversity lead to team performance directly or indirectly through team processes, such as external activity or internal cohesiveness.