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Article

Dimitrios Karolidis and Fotis Vouzas

The purpose of this paper is to introduce the concept of work group diversity dynamics as a novel approach for studying diverse work groups. The authors profile the…

Abstract

Purpose

The purpose of this paper is to introduce the concept of work group diversity dynamics as a novel approach for studying diverse work groups. The authors profile the dynamic processes within diverse work-groups and provide an overview of main objectives.

Design/methodology/approach

The paper draws on years of accumulated diversity research to cast a temporal and dynamic lens on the processes taking place within diverse work groups. After outlining the state of the art in work group diversity research, the definition, overall framework and profile of work group diversity dynamics is offered.

Findings

The paper argues that by adopting a temporal and dynamic perspective for studying diverse work groups, one can shift focus from the traditional perspective of “what is diversity” to “what happens within diverse work groups”. The paper disentangles the activities taking place within diverse work groups, defines the actual team processes and finally highlights how these processes might be affected by time and dynamism.

Originality/value

After almost 30 years of diversity research the mechanisms and processes through which diversity is translated into individual and organizational outcomes are not yet sufficiently understood and studied. This paper highlights a temporal and dynamic perspective for studying work group diversity, a view that is yet uncharted in diversity literature.

Details

Team Performance Management: An International Journal, vol. 25 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Understanding Intercultural Interaction: An Analysis of Key Concepts
Type: Book
ISBN: 978-1-83867-397-0

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Book part

Aparna Joshi and Hyuntak Roh

Several comprehensive reviews are united in drawing the conclusion that the cumulative research evidence on work team diversity is equivocal. Rather than review the extant…

Abstract

Several comprehensive reviews are united in drawing the conclusion that the cumulative research evidence on work team diversity is equivocal. Rather than review the extant state of diversity research, in this paper we redirect attention to the context of workplace diversity as a possible explanation for these mixed findings. We discuss how diversity context may be conceptualized, specify various aspects of this context at multiple levels of analysis, and consider how contextual variables can shape the outcomes of work team diversity. We present findings from a literature review (1999–2006) to identify key trends and patterns of results reported in recent research as well as contextual factors that have received attention to date. This paper also considers how the non-significant, positive, negative, and curvilinear effects of diversity reported in studies can be explained by the contextual factors outlined. Implications for future research are also discussed.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-7623-1432-4

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Article

Jonathan C. Morris

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within…

Abstract

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Details

Management Research News, vol. 23 no. 9/10/11
Type: Research Article
ISSN: 0140-9174

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Article

Jeff Crawford and Lori N.K. Leonard

This study seeks to determine factors that encourage post‐meeting work activity in a software development group by assessing attendee diversity (functional, staffing and…

Abstract

Purpose

This study seeks to determine factors that encourage post‐meeting work activity in a software development group by assessing attendee diversity (functional, staffing and tenure), meeting size, and meeting history.

Design/methodology/approach

One year's worth of meeting data from a software development group in a US‐based financial services company were collected and analyzed. A binary logistic regression analysis was utilized to determine the impact of diversity, meeting size, and meeting history on the likelihood of post‐meeting work activity.

Findings

Tenure diversity and meeting history for each meeting event significantly contribute to the likelihood of post‐meeting work activity.

Research limitations/implications

A lack of variance in the data does not allow for the examination of staffing diversity. Further, generalizability of findings is limited since data come entirely from one organization. Findings suggest that meeting characteristics, specifically tenure diversity and meeting history, can improve the likelihood of post‐meeting work activity occurring.

Practical implications

Findings illustrate that management can leverage tenure diversity and meeting history within a software development group to encourage post‐meeting work activity.

Originality/value

All organizations employ meetings, and research that clarifies how to extract maximum value from meeting events is critical. This study provides a first step in uncovering specific meeting characteristics which are most likely to impact post‐meeting work activity.

Details

Team Performance Management: An International Journal, vol. 18 no. 1/2
Type: Research Article
ISSN: 1352-7592

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Article

Helena Desivilya and Michal Raz

The purpose of this paper is to discern the legacies of social divisions, notably protracted social conflict on team members’ relations, collaborative interactions and…

Abstract

Purpose

The purpose of this paper is to discern the legacies of social divisions, notably protracted social conflict on team members’ relations, collaborative interactions and ways of coping with such work-life reality.

Design/methodology/approach

This study constitutes a pilot phase of a research on nationally and ethnically diverse nurses’ teams operating in medical centers. It used qualitative methodology: a semi-structured individual interviews with 12 nurses.

Findings

The findings underscore the challenge of engaging diversity in mixed work teams operating in the shadow of protracted conflict. The results indicated inter-group biases, implicit discrimination and tensions due to the salience of social categorization and the faultline phenomenon. These tensions mount in crisis situations, such as violent incidents associated with the national conflict. The major coping pattern was directing the disagreements to a hidden sphere. The findings showed paucity of organizational level efforts to engage diversity and social divisions-related issues. In spite of the complexities associated with diverse workplaces, the nurses revealed high capability of maintaining cooperative interactions and effectively performing their healthcare tasks.

Research limitations/implications

The current study represents a pilot phase of a larger research project. Subsequent stages will extend the sample size and use additional research instruments for data collection.

Practical implications

Human resources managers need to address the organizational issues related to diversity and social divisions, including policy and training activities.

Social implications

Engaging “otherness” remains a considerable challenge in diverse work setting, especially when team work constitutes the main work pattern. It should be faced by work organizations and social institutions.

Originality/value

The study involves an innovative element as it attempts to elucidate the ramifications of diversity and inter-group tensions in “real-life” circumstances; namely, work setting in the context of a divided society. Most of the previous research examined such phenomena in the laboratory and/or on ad hoc groups.

Details

EuroMed Journal of Business, vol. 10 no. 2
Type: Research Article
ISSN: 1450-2194

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Book part

Raphael Silberzahn and Ya-Ru Chen

Purpose – Existing research in organizational behavior and social psychology focuses on comparisons in behaviors and attitudes across national groups, instead of studies…

Abstract

Purpose – Existing research in organizational behavior and social psychology focuses on comparisons in behaviors and attitudes across national groups, instead of studies on interactions among individuals with different national cultural backgrounds. In this chapter, we hope to motivate efforts within cross-national literatures to address some largely unexamined questions regarding dynamics in multicultural diverse teams.

Design/approach – Through a review of the prior perspectives on multicultural teams and a summary of findings in a recent meta-analysis study on multicultural teams in both single nation and multinational settings, we critique the limitations of the current perspectives and propose a new theoretical framework that draws on status perspectives in sociological and ethological research.

Findings – Drawing from status literatures, we explore how the status construction process and the status differential hierarchy of the team may affect trust, psychological safety, and creative problem solving of complex tasks in multicultural teams.

Originality/value – We propose a new theoretical angle of status for future research on interaction dynamics in multicultural teams, and diverse teams in general.

Details

Looking Back, Moving Forward: A Review of Group and Team-Based Research
Type: Book
ISBN: 978-1-78190-030-7

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The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

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Book part

Jennifer Feitosa, Lorena Solis and Rebecca Grossman

To summarize and build on research that explores the influence of culture on team dynamics, particularly over time. Specifically, we explore culture and teams from a…

Abstract

Purpose

To summarize and build on research that explores the influence of culture on team dynamics, particularly over time. Specifically, we explore culture and teams from a dynamic perspective by providing a framework for understanding both how culture influences team dynamics over time, and where interventions should be targeted at different points to maximize the potential benefits of cultural diversity.

Methodology/approach

Drawing from a prominent model of team development (Kozlowski, Gully, Nason, & Smith, 1999), we provide mechanisms through which culture exerts an influence, as well as the practical approaches that will be best suited for mitigating potential negative effects at different points in time.

Findings

We focus on the following phases: team formation, task compilation, role compilation, team compilation, as well as team maintenance. At first, surface-level characteristics and subgroup formation should be closely monitored along with interventions to develop a group identity when teams are being formed. Later on, emergent states (e.g., trust, conflict) can come to the forefront as team members can develop multiple memberships or yet be resistant to performing in an adaptive manner.

Research limitations/implications

We identify key avenues for future research to serve as a foundation for those studying the cultural diversity within teams via temporal lens, including the role of context and going beyond Hofstede’s cultural dimensions.

Originality/value

Albeit research has started to accumulate regarding how culture influences teams through conflict, communication, trust, cohesion, and creativity, this chapter goes beyond current development to address when different cultural elements influence team dynamics.

Details

Team Dynamics Over Time
Type: Book
ISBN: 978-1-78635-403-7

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Article

Ellen Ernst Kossek, Karen S. Markel and Patrick P. McHugh

In order to manage strategic demographic change in economic and labor markets, a common human resource (HR) change strategy is to increase the diversity of the workforce…

Abstract

In order to manage strategic demographic change in economic and labor markets, a common human resource (HR) change strategy is to increase the diversity of the workforce through hiring over time. This study examined department level consensus and valence regarding an organizational HR strategy to shift demography toward greater diversity in race and sex composition over an eight‐year period. Though the organization had experienced significant change in organizational demography: an increase in the overall representation of white women (36 percent) and minorities (41 percent) over time; work group members in units with the greatest change did not necessarily agree nor hold positive perceptions regarding these HR changes. The results show that HR strategies that focus on structural change without working to develop supportive group norms and positive climate may be inadequate change strategies.

Details

Journal of Organizational Change Management, vol. 16 no. 3
Type: Research Article
ISSN: 0953-4814

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