Research in multiple team membership is limited. Even more scarce is empirical work in perceived multiple team membership variety (Perceived MTM variety), which is the perceived diversity in the teams’ members belong to. This thesis sought to address the gap in literature by examining the effects of perceived MTM variety on the individual and team outcomes of productivity and innovation. Through the challenge-hindrance framework I investigated the potential benefits and costs of perceived MTM variety at the individual and team level of enquiry. A valid and reliable scale that measured the perceived MTM variety construct was developed as there was no valid scale that psychometrically measures the perceived MTM variety construct. Through a sample of 216 employees in 50 teams from a public sector organisation in Nigeria, I hypothesised that perceived MTM variety at both levels of enquiry will positively predict challenge stressors (time pressure and cognitive demand) and hindrance stressors (role conflict and role ambiguity). I hypothesised that challenge stressors will elicit positive responses from individuals and teams alike in the form of positive coping responses such as time management and knowledge integration at the individual level and information elaboration at the team level. The moderating effect of polychronicity on both group of stressors at the individual level was examined. The obtained findings supported the prediction of a relationship between perceived MTM variety and challenge and hindrance stressors at both the individual level and teamlevel, however, there was no support for the relationship between challenge stressors and positive coping responses. This research did find support for the negative coping responses of hindrance stressors, as team role ambiguity negatively mediated the relationship between perceived team MTM variety and team productivity, role ambiguity at the individual level negatively mediated the relationship between perceived MTM variety and productivity at the individual level. In addition, team members with higher levels of polychronicity experienced higher levels of time pressure.