More cognitive heterogeneity and transformation leadership is always better? Interdisciplinary collaboration in original academic innovation in China

In the realm of scientific research, interdisciplinary collaboration stands out as a vital manifestation of organisational heterogeneity, exerting a substantial influence on organisational innovation performance. While there exists academic scrutiny on the correlation between heterogeneity and innovation performance, the deconstruction of heterogeneity has not received sufficient attention, particularly regarding cognitive heterogeneity. In this study, we posit cognitive heterogeneity as the independent variable in scientific cooperation, with the original innovation performance of research teams as the response variable. To accentuate the nuances of original innovation, we have adapted the performance evaluation model accordingly. Additionally, we introduce transformational leadership as a moderating variable to explore its impact on the main effect. Our findings reveal that cognitive heterogeneity indeed affects original innovation performance. However, the effects of its sub-dimensions are varied, mirroring the nuanced nature of interdisciplinary collaboration. Similarly, the moderating effect of transformational leadership demonstrates mixed outcomes. This study seeks to advance theoretical frameworks elucidating interdisciplinary collaboration in the Chinese context. A specific focus is placed on delving into the realm of original innovation within research teams in Chinese universities. Ultimately, our research aims to offer practical insights for enhancing interdisciplinary collaboration within research teams.