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AbstractThe knowledge integration perspective on team innovation holds that information elaboration – the exchange, discussion, and integration of task‐relevant information and perspectives – is the core team process driving team innovation. Factors reflecting the informational resources the team can draw on through information elaboration therefore are important influences on team innovation. In this respect, team innovation research points to team functional diversity and to team boundary spanning scouting to acquire information from outside the team. Team innovation research also makes clear that informational resources (as reflected in functional diversity and boundary spanning scouting) do not guarantee team information elaboration, and that identifying moderation in this relationship is particularly valuable. Building on this state of the science, we focus on the moderating role of the team diversity mindset – members' shared understanding of the importance of information elaboration for team performance – in the relationships of team functional diversity and boundary spanning scouting with information elaboration and team innovation. A multi‐wave and multi‐source survey of N = 215 teams involved in knowledge work in various Chinese organizations supported our research model for team boundary spanning scouting but not for team functional diversity.

Purpose– The purpose of this paper is to investigate the affective and normative mechanisms linking high-commitment human resource management (HCHRM) to employee turnover intention. Accordingly, the authors hypothesize that positive affect and group job satisfaction mediate the relationship between HCHRM and turnover intention.Design/methodology/approach– Based on a sample of 471 employees and their supervisors from 53 assembly lines in China, the hypotheses were tested with hierarchical linear modeling.Findings– The results suggested that both positive affect and group job satisfaction significantly mediated the negative relationship between HCHRM and turnover intention. Moreover, the indirect effect of HCHRM on turnover intention via group job satisfaction was larger than that via positive affect.Practical implications– In the Chinese context, HCHRM practices are effective in reducing turnover intention of the first-line employees on assembly lines. Organizations should show concerns for front-line workers' positive affect and group job satisfaction to reduce their turnover intention.Originality/value– The present research contributes to the extant literatures by uncovering the affective and normative mechanisms of the HCHRM-turnover intention association.