A social capital explanation of the relationship between functional diversity and group performance

Abstract

Purpose

Functional diversity research has resulted in equivocal findings for group performance suggesting the need for theoretical clarification. A review of previous functional diversity research indicates that high quality productive relationships are a key determinant in the performance of cognitively diverse groups. A theoretical framework is provided that demonstrates that assets embedded in the social structure of group member relationships impact group performance. The primary goal of this paper is to consider the concept of social capital at the group level and explain its role in mentoring the relationship between functional diversity and group performance

Design/methodology/approach

These concepts are supported by prior studies and theoretical development rather than empirical evidence.

Findings

Social capital is introduced as a moderator in the group performance model improving the group processes of communication, social integration, and coordination. Enhanced group processes in turn lead to elevated group performance. It is argued that social capital offers promise for understanding and improving the performance of functionally diverse groups.

Originality/value

This paper offers a bridge between the diversity‐group performance relationship. This bridge, social capital, offers a new and exciting means of further examining these key relationships.

Citation

Randy Evans, W. and Carson, C.M. (2005), "A social capital explanation of the relationship between functional diversity and group performance", Team Performance Management, Vol. 11 No. 7/8, pp. 302-315. https://doi.org/10.1108/13527590510635170