Organizational culture, group diversity and intra‐group conflict

Chuang, You‐Ta; Church, Robin; Zikic, Jelena

doi:10.1108/13527590410527568

Cited by 63 publications

(52 citation statements)

References 57 publications

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“…Moreover, when individuals perceive discrepancies, incompatible wishes or desires, it can result in antagonistic and hostile interaction among group members (Chuang et al, 2004). When this situation arises the individuals involved in the conflict are likely to be less willing to interact, and as a result, dialogue and communication between them could suffer.…”

Section: Relationship Conflict and Organizational Learning Capabilitymentioning

confidence: 99%

The effects of altruism and relationship conflict on organizational learning

Guinot

Chiva

Mallén

2015

International Journal of Conflict Management

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ABSTRACT:In a turbulent, competitive and changing environment, organizational learning capability has been recognized as an essential means with which to achieve long-term organizational success. For this reason, organizations have sought to create the necessary conditions for the development of this capability. However, there is not such a wide consensus about how managers can promote organizational learning.Accordingly, this article aims to identify some antecedents of organizational learning capability. More specifically, prompted by a recent paradigm shift in the organizational sciences, we propose altruism and relationship conflict as antecedents of organizational learning capability. To test our hypotheses we used structural equations to analyze data from a survey of Spanish firms with recognized excellence in human resource management. The results indicate that in these firms, altruism facilitates organizational learning capability both directly and indirectly (through relationship conflict).

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Section: Relationship Conflict and Organizational Learning Capabilitymentioning

confidence: 99%

The effects of altruism and relationship conflict on organizational learning

Guinot

Chiva

Mallén

2015

International Journal of Conflict Management

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“…However, such teams are more likely to face difficulties such as miscommunication, low performance, lack of transparency, ineffective team development, lack of cultural awareness, and poor management of conflict (Adler, 1991;Shenkar and Zeira, 1992;Iles, 1995;Proehl, 1996;Matveev and Milter, 2004). Such conflicts may be task related or relationship related (Chuang et al 2004). Task-related conflict refers to disagreements among group members about task issues, including the nature and importance of task goals, key decision areas and procedures.…”

Section: Management Of Culturally Diversified Project Teamsmentioning

confidence: 99%

The impact of cultural diversity on the effectiveness of construction project teams

Dulaimi

Hariz

2011

Engineering Project Organization Journal

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Before the Global Financial Crisis hit the region in 2008 the buoyant construction activities in the United Arab Emirates, and especially in Dubai, was successful in attracting many multinational companies and professionals from across the globe. One of the main drawbacks of this business environment is the increasingly high competition between such companies to recruit and retain the needed human resources. This paper has investigated the cultural diversity phenomenon in construction project teamss in Dubai and its affect on their effectiveness. The main objective of the paper is to examine the impact of cultural diversity of the project team on their performance. The paper reports the results of an empirical study into the relationship between the extent of cultural diversity and project team performance.The findings of the empirical study suggest that there is no significant relationship between the degree of project team cultural diversity and their overall performance measure. However, the results showed that there is a negative relationship between the degree of cultural diversity and output, productivity, and efficiency.

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“…These authors provided interesting arguments about how items and scales should be created in order to maximize the validity and reliability of measures. A demographic profile of each member of the group was measured directly using continuous, categorical or ordinal variables, depending on the nature of each of the attributes analyzed (Harrison et al 1998;Ancona and Caldwell 1992;Chuang et al 2004). To measure human capital diversity, we had to gather information about individuals' knowledge and experiences, as well as about their cognitive characteristics and their individual values.…”

Section: Methodsmentioning

confidence: 99%

Transforming Human Resource Management Systems to Cope with Diversity

2011

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The purpose of this study is to examine how workgroup diversity can be managed through specific strategic human resource management systems. Our review shows that 'affirmative action' and traditional 'diversity management' approaches have failed to simultaneously achieve business and social justice outcomes of diversity. As previous literature has shown, the benefits of diversity cannot be achieved with isolated interventions. To the contrary, a complete organizational culture change is required, in order to promote appreciation of individual differences. The paper contributes to this discussion by exploring the implications of this change for human resource management, and explaining how the systems of practices should be changed when they are directed to diverse groups. The model designed to test this notion includes: (1) demographic and human capital diversity as independent variables, (2) group performance (measured as innovation outcomes) as the dependent variable and, (3) the orientation of the strategic human resource management system as a potential moderator of this relationship. The main conclusion of the empirical analysis developed is that different patterns of human resource management practices can be used, depending on the type of diversity that the organization faces, and the specific effects that it wishes to manage. Concretely, three alternative management systems are identified in this paper, with different moderating effects. This result has interesting implications for human resource management professionals, explained in the last section. The limitations of this study are also discussed, as well as some issues that future research in this field should address.

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Organizational culture, group diversity and intra‐group conflict

Cited by 63 publications

References 57 publications

The effects of altruism and relationship conflict on organizational learning

The effects of altruism and relationship conflict on organizational learning

The impact of cultural diversity on the effectiveness of construction project teams

Transforming Human Resource Management Systems to Cope with Diversity

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