That’s not my place: The interacting effects of faultlines, subgroup size, and social competence on social loafing behaviour in work groups

Meyer, Bertolt; Schermuly, Carsten C.; Kauffeld, Simone

doi:10.1080/1359432x.2014.996554

Cited by 49 publications

(37 citation statements)

References 114 publications

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“…Moreover, we found one study that examined the moderating effect of social competence. Meyer, Schermuly, and Kauffeld () showed that social competence buffers against the negative effects of faultlines on social loafing behavior in work groups.…”

Section: What Moderates the Effects Of Workplace Diversity?mentioning

confidence: 99%

Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?

et al. 2015

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SummaryTo account for the double‐edged nature of demographic workplace diversity (i.e,. relational demography, work group diversity, and organizational diversity) effects on social integration, performance, and well‐being‐related variables, research has moved away from simple main effect approaches and started examining variables that moderate these effects. While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work. Using the Categorization‐Elaboration Model as our theoretical lens, we review variables moderating the effects of workplace diversity on social integration, performance, and well‐being outcomes, focusing on factors that organizations and managers have control over (i.e., strategy, unit design, human resource, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications. © 2015 The Authors. Journal of Organizational Behavior published by John Wiley & Sons, Ltd

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Section: What Moderates the Effects Of Workplace Diversity?mentioning

confidence: 99%

Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?

et al. 2015

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“…Recent theory on within‐team coordination and performance (Crawford and LePine, ) suggests that the core process through which individual team members coordinate and perform is the formation and maintenance of task‐ and teamwork ties that facilitate coordination and exchange. Importantly, prior research has shown that team diversity impacts the formation of within‐team network ties (Reagans et al, ) and that faultlines prevent the formation of network ties between members of different subgroups (Mäs et al, ; see also Meyer et al, ).…”

Section: Faultlines Subgroups and Individual Performancementioning

confidence: 99%

“…Thus, if faultlines impact the formation of task and teamwork ties (Crawford and LePine, ; Mäs et al, ), they are also likely to affect individual team members' cognitions. For example, members of teams that are characterized by a strong faultline are likely to exhibit an increased level of social loafing, but to different extents, depending on differences in subgroup characteristics (Meyer et al, ). These arguments suggest that faultlines can negatively impact individual team member performance by affecting individual access to team knowledge and resources and by affecting individual team members' cognitive states.…”

Section: Faultlines Subgroups and Individual Performancementioning

confidence: 99%

On the Same Side of the Faultline: Inclusion in the Leader's Subgroup and Employee Performance

Meyer

Shemla

et al. 2015

J Management Studies

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Extending theory on faultlines and subgroups, we argue that faultlines splitting a team into homogeneous subgroups can have different effects on team members' individual performance, depending on different intra-subgroup processes. Specifically, we propose that the effect of faultline strength on individual performance depends on whether a team member's subgroup includes the team leader. Building on the notion of faultline triggers, we further propose that organizational crises exacerbate this interaction because they make social support by the team leader especially important. We tested these assumptions with objective performance data collected over a period of four years from 3263 financial consultants (325 teams) while controlling for the effects of relational demography. Results showed that in teams with strong faultlines, consultants' performance decreased to a lesser extent in crisis years if the consultants shared a subgroup with their team leader. Thus, faultlines had different effects on team members from different subgroups.

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“…However, the subgroups that are created by faultline splits within a team have different properties, such as different sizes and different informational resources, that create a unique level of interdependence within a given subgroup (Carton & Cummings, 2012;2013). Accordingly, one study found that members of larger subgroups are more likely to exhibit social loafing behavior, especially if they displayed low levels of social competence (Meyer, Schermuly, & Kauffeld, 2016). Similarly, members of homogeneous subgroups that include the leader of the team perform better than members of leaderless subgroups if the organization faces a crisis (Meyer, Shemla, Li, & Wegge, 2015).…”

Section: Subgroup-level Dynamics In Diverse Teamsmentioning

confidence: 99%

Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping Literatures

Dijk

Meyer

Engen

et al. 2017

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Research on the consequences of diversity in teams continues to produce inconsistent results.We review the recent developments in diversity research and identify two shortcomings. First, an understanding of the microdynamics affecting processes and outcomes in diverse teams is lacking. Second, diversity research has tended to treat different social categories as equivalent and thus not considered how members' experiences may be affected by their social category membership. We address these shortcomings by reviewing research on stereotypes, which indicates that stereotypes initiate reinforcing microdynamics among (a) attributions of a target team member's warmth and competence, (b) perceiving members' behavior towards the target team member, and (c) the target team member's behavior. Our review suggests that perceivers' impression formation motivation is the key determinant of the extent to which perceivers continue to treat a target based on categorization. Based on our review, we provide an integrative perspective and corresponding model that outlines these microdynamics of diversity and stereotyping in teams and indicates how stereotyping can benefit as well as harm team functioning. We discuss how this integrative perspective on the microdynamics of diversity and stereotyping in teams relates to the social categorization and the information/decision-making perspective, set a research agenda, and discuss the managerial implications. KeywordsDiversity; Teams; Stereotypes; Microdynamics; Performance 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 2 Page 2 of 101 Academy of Management Annals Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping LiteraturesGlobalization, demographic changes, and the increased use of teams in contemporary organizations have created a surge in research on the consequences of different team members working together . The many recent meta-analyses on the consequences of team diversity signify the considerable amount of attention that has gone to this field of study (e.g., Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011;Horwitz & Horwitz, 2007;Joshi & Roh, 2009;van Dijk, van Engen, & van Knippenberg, 2012). For the past two decades, diversity research has mainly relied on a dual theoretical approach where the social categorization and the information/decision-making perspectives inform answers to the questions why and how diversity affects team performance (Milliken & Martins, 1996; van Knippenberg, De Dreu, & Homan, 2004;Williams & O'reilly, 1998). There is much that we have learned from these perspectives, but despite the fact that theories have been advanced and research models have become more sophisticated, so far the main conclusion that has been drawn is that research on the relationship between team diversity and team performance is inconclus...

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That’s not my place: The interacting effects of faultlines, subgroup size, and social competence on social loafing behaviour in work groups

Cited by 49 publications

References 114 publications

Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?

Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?

On the Same Side of the Faultline: Inclusion in the Leader's Subgroup and Employee Performance

Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping Literatures

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