Structuring Reality Through the Faultlines Lens: The Effects of Structure, Fairness, and Status Conflict on the Activated Faultlines–Performance Relationship

Antino, Mirko; Rico, Ramón; Thatcher, Sherry M. B.

doi:10.5465/amj.2017.0054

Cited by 57 publications

(57 citation statements)

References 132 publications

(175 reference statements)

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“…Diversity practices focused on enhancing staff development and professional success broadly are likely to have very different consequences compared to those seen as benefiting just a few (Rousseau, ). The nature and implementation of such practices can vary in terms of the workplace fairness they generate (e.g., Nishii, ), and the effect of justice perceptions on diminishing faultline activation (e.g., Antino, Rico, & Thatcher, ).…”

Section: Discussionmentioning

confidence: 99%

Religious identity in the workplace: A systematic review, research agenda, and practical implications

Héliot

Gleibs

Coyle

et al. 2019

Human Resource Management

114

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We conducted a systematic review of relevant literature to address how religious and occupational identities relate to each other in the workplace. We identified 53 relevant publications for analysis and synthesis. Studies addressed value differences associated with religion and occupation, identity tensions, unmet expectations, and the connection of religious identity to well‐being and work outcomes. Key variables in the connection between religious and occupational identities included personal preferences, the fit between religious identity and job‐related concerns, and the organization's policies, practices, and expectations. We highlight the personal and organizational consequences of being able to express religious identity at work and the conditions that promote high congruence between religious identity and its expression in the workplace. From these findings, we develop a research agenda and offer recommendations for management practice that focus on support for expression of religious identity at work while maintaining a broader climate of inclusion.

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Section: Discussionmentioning

confidence: 99%

Religious identity in the workplace: A systematic review, research agenda, and practical implications

Héliot

Gleibs

Coyle

et al. 2019

Human Resource Management

114

View full text Add to dashboard Cite

show abstract

“…Research on faultlines has been demonstrating negative effects of faultlines on team outcomes, even if they are dormant (Thatcher & Patel, 2012). However, activated faultiness have a larger impact on outcomes (e.g., Antino, Rico, & Thatcher, 2018) than the dormant. According to SIT, the most negative consequence of in-group and out-group dynamics is the lack of intersubgroup communication (Hogg, 2001) that might stifle team innovation.…”

Section: Team Innovationmentioning

confidence: 99%

Faultlines as the “Earth’s Crust”: The Role of Team Identification, Communication Climate, and Subjective Perceptions of Subgroups for Global Team Satisfaction and Innovation

Boyraz

2019

Management Communication Quarterly

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Distributed teams in organizations are ubiquitous, use digital technologies extensively, and have the potential to be innovative due to the level of diversity of their members, but they face many challenges. Demographic differences can often result in the activation of team faultlines (overlap of surface-level differences), leading to formation of subgroups and negative impacts on group outcomes. This study examines the relationships between faultlines and their outcomes to discover how certain team processes mitigate the negative effects of dormant faultlines on team outcomes in globally distributed teams. The analysis of a survey of 165 global team members representing 27 teams in a multinational high-tech organization demonstrated that psychologically safe communication climate (PSCC) and team identification moderated the relationship between faultlines and perceived subgroups. Specifically, in teams with low PSCC and identification, dormant faultlines predicted an increase in perception of subgroups. The findings also indicate that perceived subgroups moderate the relationship between dormant faultlines and team satisfaction. When subgroups are less perceived by team members, faultlines predict an increase in satisfaction.

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“…Faultline research examines the alignment of two or more types of diversity in a team, such as gender and culture or nationality and function (Lau & Murnighan, 1998. In general, research has found that faultlines tend to moderate relationships between diversity and outcomes, such that any negative impact of diversity is more negative when faultlines are ''activated,'' or perceived as salient by the team's members (e.g., Antino, Rico, & Thatcher, 2019;Bezrukova, Spell, Caldwell, & Burger, 2016;Spoelma & Ellis, 2017). In other words, faultlines split groups into ''us'' and ''them,'' and it is difficult for groups to bridge these faultlines.…”

Section: Culture and Cultural Diversity In Teamsmentioning

confidence: 99%

Unraveling the effects of cultural diversity in teams: A retrospective of research on multicultural work groups and an agenda for future research

2021

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Our 2010 Journal of International Business Studies article, ''Unraveling the Effects of Cultural Diversity in Teams: A Meta-analysis of Research on Multicultural Work Groups,'' attempted to take stock of existing research on cultural diversity in teams, to reconcile conflicting perspectives and past results, and provide a better understanding of the mechanisms and boundary conditions under which diversity affects team outcomes. To guide our analysis, we developed a theoretical framework outlining how cultural diversity leads to both process gains and losses in teams, and specifying the contextual conditions under which diversity contributes to effective team outcomes. We tested our hypotheses in a meta-analysis of research on cultural diversity in teams, encompassing 108 primary studies with a combined sample size of 10,632 work groups. The results suggested that cultural diversity does not have a direct impact on team performance but rather that the effect is indirect, mediated by process variables such as creativity, cohesion, and conflict; and is moderated by contextual influences such as team tenure, the complexity of the task, and whether the team is co-located or geographically dispersed. Unexpected findings raised important questions about the dynamics of diverse teams and underscored the need for further examination. In this Retrospective, we reflect on progress made in research on culturally diverse teams over the last decade, highlight remaining gaps and open questions, and propose an agenda for future research.

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Structuring Reality Through the Faultlines Lens: The Effects of Structure, Fairness, and Status Conflict on the Activated Faultlines–Performance Relationship

Abstract: Structuring reality through the faultlines lens: the effects of structure, fairness, and status conflict on the activated faultlines-performance relationship.

Cited by 57 publications

References 132 publications

Religious identity in the workplace: A systematic review, research agenda, and practical implications

Religious identity in the workplace: A systematic review, research agenda, and practical implications

Faultlines as the “Earth’s Crust”: The Role of Team Identification, Communication Climate, and Subjective Perceptions of Subgroups for Global Team Satisfaction and Innovation

Unraveling the effects of cultural diversity in teams: A retrospective of research on multicultural work groups and an agenda for future research

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