When does person-environment fit enhance team outcomes? Examining the interaction between supplementary and complementary person-team fit

Purpose Based on optimal distinctiveness theory (Brewer, 1991) and the social inclusion/exclusion model (Shore et al., 2011) we propose that, by creating an inclusive climate, teams outshine when their members perceive high levels of both supplementary and complementary person-team fit. We therefore examine the interaction between individuals’ as well as between teams’ shared perceptions of both types of person-team fit in relation to affective and performance outcomes. Design/Methodology In a multi-wave, multi-level study design, we followed 121 participants across 30 teams during a 18-week study assignment. Results Findings indicate that teams where members share perceptions of good supplementary as well as good complementary fit outperform and report highest satisfaction, viability, and creativity. Thereby, our results support the central tenet of the social inclusion/exclusion model that elaborates on optimal distinctiveness theory. Moreover, team-level effects outweigh individual-level effects. Limitations Sample size at both levels of analysis are relatively small and third variables may affect the relationships in our model. Research/Practical Implications This study’s results open up new avenues for further research endeavors by providing preliminary evidence for considering perceived person-team fit as a collective construct and for considering combined effects of different types of fit. Originality/Value This study is the first to consider effects of supplementary fit as being contingent on the level of perceived complementary fit which adds to literature by giving some insights into the black box of perceived fit.status: publishe