Diversity and Groups (Research on Managing Groups and Teams Volume 11)

Research on managing groups and teams......Page 1
sdarticle.pdf......Page 2
sdarticle_002.pdf......Page 3
List of Contributors......Page 4
Preface......Page 6
Introduction......Page 9
Demographic Faultlines......Page 11
Outcomes Associated with Group Faultlines......Page 12
Creativity......Page 13
Faultlines and creativity in diverse groups......Page 15
Proposed strategies for overcoming low levels of creativity......Page 22
Proposed Strategy for Improving Idea Generation in Groups with Weak Faultlines......Page 23
Accountability as a Strategy for Improving Idea Selection in Groups with Strong Faultlines......Page 25
Conclusion......Page 28
References......Page 29
A contextual reexamination of work team diversity research: Review and future agenda......Page 35
Introduction......Page 36
Outcomes of Work Team Diversity......Page 37
Defining Diversity Context......Page 38
Extra-Organizational Contextual Influences......Page 39
Extra-organizational contextual factors as explanations for mixed research findings......Page 41
Organizational Contextual Influences......Page 42
Task-based context......Page 44
Emergent team context......Page 46
Team-level contextual factors as explanations for mixed research findings......Page 47
Literature review: Diversity context considered in past research......Page 48
Overview of Diversity Effects in Past Research......Page 49
Contextual Variables Addressed in Past Research......Page 50
Research Settings across Different Studies......Page 52
Future directions......Page 55
References......Page 57
Taking advantage of differences: Increasing team innovation through identity integration......Page 62
Introduction......Page 63
Innovation in Cross-functional teams......Page 64
Social Identities and Knowledge Systems......Page 65
Individual Differences in Identity Integration......Page 67
Identity in Cross-Functional Teams......Page 69
From individual to team: Integration of functional identities and team composition......Page 70
Going beyond Functional Identities in Team Composition: Enhancing Team Diversity by Integration of Other Social Identities......Page 71
Team Processes: Facilitating Identification and Perceptions of Compatibility......Page 72
Team Culture that Retains Subgroup Identities......Page 73
Implications: Increasing team innovation in the workplace......Page 75
Future directions for research......Page 76
Conclusion......Page 77
References......Page 78
Introduction......Page 81
Social identity and social categorization......Page 83
Pressure on minority sub-group members and sub-group size......Page 85
Dynamics of duo-status: Within a minority of two......Page 86
Positive Dynamics......Page 87
Neutral and Negative Dynamics......Page 88
Two potential moderators of duo-status dynamics......Page 91
Conclusion......Page 93
References......Page 95
In search of significance: A role-set approach to uncovering the social importance of demographic categories......Page 99
Introduction......Page 100
When are inclusive empirical results significant?......Page 103
A prototype: Leadership......Page 106
Implications for research on groups and teams......Page 108
References......Page 110
Introduction......Page 114
Function and Emergence......Page 117
Social Identity Effects......Page 118
The Emergence of Metaperceptive Concerns......Page 119
Characteristics of Diversity that Influence Metaperceptions......Page 120
Characteristics of Workgroups that Influence Metaperceptions......Page 123
Cognitive Effects......Page 124
Affective Effects......Page 126
Behavioral Effects......Page 127
Intragroup processes that result from metaperceptions......Page 128
Affect Management......Page 129
Motivation and Confidence Building......Page 130
Conflict Management......Page 132
Managing metaperceptions in diverse workgroups......Page 133
Research directions and conclusions......Page 136
References......Page 140
Self-disclosure: Beneficial for cohesion in demographically diverse work groups?......Page 147
Introduction......Page 148
Demographic diversity and interpersonal relationships......Page 151
Disclosure and interpersonal relationships......Page 152
Self-Disclosure in Work Settings......Page 153
Effects of Disclosure on Cohesion in Diverse Groups......Page 155
Choosing Whether to Disclose in Diverse Settings......Page 157
Disclosure and cohesion in diverse settings: Mechanisms......Page 159
Highlighting Differences through Self-Disclosure......Page 160
Processing Dissimilar Disclosures......Page 161
Discussion......Page 162
Implications......Page 163
Conclusion......Page 164
References......Page 165
To be enhanced, understood, distinct, or to belong?: The role of multiple identity motives in homogeneous and diverse groups......Page 171
Introduction......Page 172
An overview of identity motives......Page 173
The value of examining multiple identity motives in groups......Page 175
Antecedents of identity motives in groups......Page 177
Identity Motives in Homogeneous Groups......Page 178
Identity Motives in Diverse Groups......Page 179
Moderators of Group Composition’s Effects on Identity Motives......Page 181
Identity Motives and Group Processes......Page 183
Social Integration and Communication......Page 184
Conflict......Page 185
Identity Motives and Group Performance......Page 186
Moderators of Identity Motives’ Effect on Group Outcomes......Page 188
Research agenda......Page 189
Satisfaction of Identity Motives in Groups......Page 190
Methodological Issues for Studying Identity Motives in Groups......Page 191
Conclusion......Page 192
References......Page 193
Beyond information exchange: New perspectives on the benefits of racial diversity for group performance......Page 198
Limitations of an information exchange perspective......Page 201
Experimental investigations of racial diversity......Page 204
Moving beyond information exchange......Page 206
Downsides of non-informational processes?......Page 211
Reconciling disparate findings......Page 214
Conclusions......Page 216
References......Page 219
Diversity and newcomers in work teams......Page 224
Theoretical model......Page 226
The norm-congruity principle......Page 230
The Importance of Clarity......Page 231
Expectancy Violation......Page 232
Collective Regulatory Focus......Page 236
Future Prospects Newcomer......Page 238
Conclusions and practical implications......Page 240
References......Page 242
Harnessing the power of emergent interdependence to promote diverse team collaboration......Page 247
Team diversity: A cognitive focus......Page 249
When can diverse teams benefit most from collaboration?......Page 252
The Established Role of Structural Interdependence......Page 254
The Nature and Role of Emergent Interdependence......Page 256
Creating conditions that promote emergent interdependence......Page 258
Task Framing......Page 259
Early Interactions and Structuration......Page 261
Psychological Safety......Page 262
Implications......Page 263
Acknowledgments......Page 264
References......Page 265
The language of bias: A linguistic approach to understanding intergroup relations......Page 269
Diversity Effects In Team Contexts......Page 271
Social-Psychological Approaches to Diversity......Page 274
Categorization and Communication......Page 276
Demography Diversity and Linguistic Intergroup Bias......Page 279
Linguistic categorization differences across groups......Page 280
Affective-Motivational Team Processes......Page 283
Behavioral Team Processes......Page 286
Directions for future research......Page 287
Team Processes and Outcomes......Page 288
Situational Factors......Page 289
Conclusion......Page 290
References......Page 291
Capstone Chapter For The Volume: Integrating Themes and Future Research Opportunities in Work Group Diversity......Page 297
Theme 1: diversity affects everyone in the work group......Page 298
Theme 2: minority members are subject to unique challenges......Page 300
Contextual Considerations......Page 303
Identity Considerations......Page 304
Promoting People Who are Atypical for the Task......Page 306
Recategorizing to Find Superordinate Goals......Page 307
Setting Specific Norms......Page 308
References......Page 309