Group diversity and group identification:the moderating role of diversity beliefs

Research on diversity in teams and organizations has revealed ambiguous results regarding the effects of group composition on workgroup performance. The categorization—elaboration model (van Knippenberg et al., 2004) accounts for this variety and proposes two different underlying processes. On the one hand diversity may bring about intergroup bias which leads to less group identification, which in turn is followed by more conflict and decreased workgroup performance. On the other hand, the information processing approach proposes positive effects of diversity because of a more elaborate processing of information brought about by a wider pool and variety of perspectives in more diverse groups. We propose that the former process is contingent on individual team members' beliefs that diversity is good or bad for achieving the team's aims. We predict that the relationship between subjective diversity and identification is more positive in ethnically diverse project teams when group members hold beliefs that are pro-diversity. Results of two longitudinal studies involving postgraduate students working in project teams confirm this hypothesis. Analyses further reveal that group identification is positively related to students' desire to stay in their groups and to their information elaboration. Finally, we found evidence for the expected moderated mediation model with indirect effects of subjective diversity on elaboration and the desire to stay, mediated through group identification, moderated by diversity beliefs

Use of design methods, team leaders' goal orientation, and team effectiveness: A follow-up study in software development projects

This article reports an empirical study on effectiveness of software development teams. Itwas predicted thatboth the extent to whieh design methods are used and team leaders' goal orientation is related to team effectiveness. Follow-up data (6-12 months after first assessment) were available from 25 German and Swiss software development projeets. Hierarchical regression analysis showed that use of design methods and team leaders' goal orientation predicted team effideney and changeability of the software product. In addition, goal orientation predicted maintaining schedule and budget. Practical impli-cations of this study refer to the necessity to consider both the use of design methods and leadership issues when aiming at effective software development projects. 1

Group processes in organizations

The article refers to group processes as they influence organizational functioning. The main features of groups (e.g., norms, cohesion, roles), and factors contributing to their performance are characterized. We detail well-established concepts like groupthink and social identity theory. Further, we refer to important current topics in organizational practice and research related to group functioning, like team mental models, diversity in groups, and counterproductive work behavior. Finally, hints at the practical relevance in terms of the implementation of these concepts in organizational contexts are provided (e.g., organizational change, leadership in multinational corporations, and shared leadership)

The Germanic Europe cluster: Where employees have a voice

This chapter describes characteristics of the Germanic Europe cluster which is, based on research conducted by the GLOBE project, comprised of Austria, Germany (former West), Germany (former East), The Netherlands, and Switzerland. Results are presented pertaining to societal culture and leadership. The data suggest that the current models of cooperation between "labor" and "capital" in place in all four countries are reflected in the way middle managers view their society and their ideal leadership images. Specific arrangements of industrial relations and a focus on co-determination and works councils lead to participative leadership and are the distinguishing factors of the Germanic Europe cluster. © 2002 Elsevier Science Inc. All rights reserved