2004
DOI: 10.1002/job.293
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Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict

Abstract: SummaryThe increased use of teams in organizations, coupled with an increasingly diverse workforce, strongly suggests that we should learn more about how team diversity affects functioning and performance. The purpose of this study was to explore the differential impact of surface-level diversity (gender, ethnicity), deep-level diversity (time urgency, extraversion), and two moderating variables (team orientation, team process) on relationship conflict over time. Hypotheses were tested by tracking 45 student p… Show more

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Cited by 337 publications
(300 citation statements)
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References 77 publications
(161 reference statements)
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“…Fourth, our study suggests important language-specific modifications to extant theory on surface-and deep-level diversity (see e.g. Harrison, Price, & Bell, 1998;Mohammed & Angell, 2004). We found that diversity in mother tongues, which forms part of demographic surface-level diversity, makes MNT members believe that they differ on a deeper level, namely in competences, integrity and benevolence.…”
Section: Theoretical Significancementioning
confidence: 53%
“…Fourth, our study suggests important language-specific modifications to extant theory on surface-and deep-level diversity (see e.g. Harrison, Price, & Bell, 1998;Mohammed & Angell, 2004). We found that diversity in mother tongues, which forms part of demographic surface-level diversity, makes MNT members believe that they differ on a deeper level, namely in competences, integrity and benevolence.…”
Section: Theoretical Significancementioning
confidence: 53%
“…We argue that whether informational diversity will lead to subgroup categorization or information processing depends on how the informational diversity dimension relates to other salient diversity dimensions (cf. Gruenfeld et al, 1996;Jehn et al, 1999;Mohammed & Angell, 2004;van Knippenberg et al, 2004). The potential positive effects of informational differences are most likely to be impeded when diverse groups experience a faultline situation (Lau & Murnighan, 1998;Phillips et al, 2004;Thatcher et al, 2003).…”
Section: The Present Studymentioning
confidence: 99%
“…Second, it responds to calls for research on the moderators of the link between diversity and group processes such as conflict (King et al, 2009;van Knippenberg et al, 2004;van Knippenberg & Schippers, 2007) and does so utilizing field data. Third, in doing so, it extends existing research on group conflict by being among the first studies to (a) examine the moderating role of social context as created by an organization (i.e., unit climate) rather than task or group structure characteristics (e.g., Jehn, Northcraft, & Neale, 1999;Pearsall et al, 2008;Pelled, Eisenhardt, & Xin, 1999;Webber & Donahue, 2001) or personal preferences (e.g., Ayoko & Härtel, 2003;Mohammed & Angell, 2004) and (b) improve understanding of the factors that can mitigate the negative effects of relationship conflict. Finally, this study contributes to research on the business case for diversity by linking group diversity and conflict with turnover.…”
mentioning
confidence: 92%