The role of group values in the relationship between group faultlines and performance

This study explores the moderating effects of group values on the relationship between group faultlines and performance. Faultlines occur when group members align along two or more different demographic characteristics causing a group to split into homogeneous subgroups (adapted from Lau and Murnighan, 1998). We theorize and empirically examine three group values variables: career-, change-, and task-specificity. Analyses are performed on 81 work groups from a Fortune 500 information processing firm. Two levels of performance are considered in connection with group faultlines: individual performance (performance ratings) and group performance (bonuses and stock options). Our results provide support for our model of group values, faultiness and performance

Do faultlines hurt or help? exploring distance, identity, task conflict, and individual performance in diverse groups

We introduce the concept of faultline distance that reflects the extent to which subgroups formed by faultlines diverge as a result of accumulated differences across them (e.g., two members of age 20 are closer in age to two members of an opposing faultline of age 25 than of two members of age 50). We further extend faultline theory by showing how different faultline bases (information-based and social category faultlines) have differential effects on outcomes. Using a sample of 76 workgroups from a Fortune 500 information processing company, we examine the relationships between group faultlines, shared identity, work-related conflict, and multiple individual performance indicators. The results reveal that members of groups with strong information-based faultlines had high levels of performance ratings, while members of groups with strong social category faultlines had low levels of bonuses. Faultline distance further exacerbated the negative effects in groups with strong social category faultlines and reversed the positive effects in groups with information-based faultlines. A sense of strong superordinate identity among group members enhanced members\u27 performance. Finally, mediated moderation was confirmed for the groups with strong social category faultlines; such groups had low levels of conflict which then resulted in low levels of bonuses

Commitment of cultural minorities in organizations:Effects of leadership and pressure to conform

PURPOSE: In this study, we investigated the commitment of cultural minorities and majorities in organizations. We examined how contextual factors, such as pressure to conform and leadership styles, affect the commitment of minority and majority members. DESIGN/METHODOLOGY/APPROACH: A field study was conducted on 107 employees in a large multinational corporation. FINDINGS: We hypothesize and found that cultural minorities felt more committed to the organization than majority members, thereby challenging the existing theoretical view that cultural minorities will feel less committed. We also found that organizational pressure to conform and effective leadership increased the commitment of minorities. IMPLICATIONS: Our findings indicate that organizational leaders and researchers should not only focus on increasing and maintaining the commitment of minority members, but should also consider how majority members react to cultural socialization and integration processes. The commitment of minority members can be further enhanced by effective leadership. ORIGINALITY/VALUE: In this study, we challenge the existing theoretical view based on similarity attraction theory and relational demography theory, that cultural minorities would feel less committed to the organization. Past research has mainly focused on minority groups, thereby ignoring the reaction of the majority to socialization processes. In this study, we show that cultural minorities can be more committed than majority members in organizations. Therefore, the perceptions of cultural majority members of socialization processes should also be considered in research on cultural diversity and acculturation

Examining ethnic faultlines in groups: a multimethod study of demographic alignment, leadership profiles, coalition formation, intersubgroup conflict and group outcomes

This study used multiple methods to examine the effects of group member demographic alignment on coalition formation, intersubgroup conflict, and individual and group level outcomes in common-goal groups. The study uses a 2 by 2 experimental design, crossing demographic alignment (alignment vs. no alignment) and group leadership profile (split leaders vs. no split) as between-subjects variables. Data from 5 types of measurement were used to analyze the effects of member alignment and leadership profiles. We distinguish between potential group faultlines (aligned demographic characteristics of members) and active group faultlines (members actually divide into subgroups based on the aligned demographic characteristics) and hypothesize that while potential faultlines do not automatically turn into active group divisions, leadership traits will activate divisions among group members in groups predisposed to group splits based on ethnic demographic alignment (potential group faultlines). In fact, we propose, and find, that potential faultlines, if not activated into destructive splits, can lead to positive processes and outcomes in groups. Results indicate that groups with active faultlines are more likely to form coalitions, have high levels of intersubgroup conflict and lower levels of satisfaction and group performance

The effects of cross-level conflict: the moderating effects of conflict culture on the group faultlines - performance link

We examine how task, relationship, and process conflicts arise from group faultlines. We define group faultlines as hypothetical dividing lines that split a group into subgroups based on the group members\u27 attributes (adapted from Lau & Murnighan, 1998). We further link group conflict to performance, and predict different effects for individual performance, group performance, and employee satisfaction. We also examine the moderating effect of the organizational conflict culture on the relationship between group faultlines and group conflict. We define conflict culture as employees\u27 beliefs about the amount and intensity of a certain type of conflict (i.e. task conflict, relationship conflict, process conflict) in their work environment. We use data from 78 groups in a Fortune 500 computer firm. Future research directions and implications for managers are discussed