The DOI matches its Crossref record; 11 of the 11 references it cites were found in a registry or an index.
Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict
Abstract
The 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 project teams in a longitudinal design. Results revealed that team orientation and team process moderated the diversity–conflict link. Specifically, team orientation helped to neutralize the negative effects of surface‐level (gender) diversity on relationship conflict. In a similar manner, team processes worked to weaken the deleterious effects of deep‐level diversity (time urgency) on relationship conflict. In addition, relationship conflict resulted in lower perceived performance by team members. Copyright © 2004 John Wiley & Sons, Ltd.
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Cites
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A multimethod examination of the benefits and detriments of intragroup conflict
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A Temporally Based Framework and Taxonomy of Team Processes
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Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis.
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“According to De Dreu and Weingart (2003), ‘when relationship conflicts emerge, team performance and team member satisfaction are at risk, and strategies to mitigate and eliminate relationship conflict are needed’ (p. 748).”
BackgroundResultInfluentialExploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance
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Cited by
van Knippenberg, D., & Schippers, M. C. (2007) · Annual Review of Psychology · doi:10.1146/annurev.psych.58.110405.085546 · Cited by 2,200
The Benefits of Climate for Inclusion for Gender-Diverse Groups
Nishii, L. H. (2013) · Academy of Management Journal · doi:10.5465/amj.2009.0823 · Cited by 1,354
Stahl, G. K., Maznevski, M. L., Voigt, A., & Jonsen, K. (2010) · Journal of International Business Studies · doi:10.1057/jibs.2009.85 · Cited by 1,248
Bell, S. T., Villado, A. J., Lukasik, M. A., Belau, L., & Briggs, A. L. (2011) · Journal of Management · doi:10.1177/0149206310365001 · Cited by 907
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Metadata
- Authors
- Mohammed, S., & Angell, L. C.
- Venue
- Journal of Organizational Behavior
- Publisher
- Wiley
- Published
- 2004-11-05
- Volume
- 25
- Issue
- 8
- Pages
- 1015-1039
- ISSN
- 0894-3796 (ISSN-L)
- 1099-1379
- OpenAlex
- W1986608722
- Cited by
- 434
- References
- 11
- FWCI
- 5.86
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
