Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance

By Katerina Bezrukova, Karen A. Jehn, Elaine L. Zanutto, Sherry M. B. Thatcher. Organ. Sci., 2009

463 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/183e065d034842c5e337c934b4b9ed3c577ddb9e

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Citations in the corpus

Diversity faultlines, shared objectives, and top management team performance (2011, background): “Speaking more to the categorization dynamics underlying faultlines, Bezrukova et al. (2009) showed that faultlines are more disruptive the greater the difference between subgroupings (cf. comparative fit), and also obtained some evidence that faultlines may be less problematic the more members…”
Believing shapes seeing: The impact of diversity beliefs on the construal of group composition (2010, methodology): “The measure that was used to determine objective demographic subgroup existence is calculated using the new approach by Bezrukova et al. (2009).”
Cracking but not Breaking: Joint Effects of Faultline Strength and Diversity Climate on Loyal Behavior (2015, methodology): “…as relationship-related attributes that are likely to be associated with distinct socio-cultural values and perspectives, and consider tenure and function as task-related attributes associated with distinct of experiences and knowledge structures (Bezrukova et al., 2009; Carton & Cummings, 2012).”
Group Faultlines (2012, background): “Another set of moderators examines group-level beliefs or behaviors such as superordinate identity (Bezrukova et al., 2009; Homan et al., 2008; Jehn & Bezrukova, 2010), social information exchange (Jehn & Rupert, 2008), and cognitive integration (Cronin et al., 2011).”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, methodology): “…because these variables are easily cognitively accessible and are more relevant for studying social categorization processes than more functional characteristics, such as education and functional background (Bezrukova et al., 2009; Jehn & Bezrukova, 2010; Li & Hambrick, 2005; Pelled et al., 1999).”
Diversity is strategy: the effect of R&D team diversity on innovative performance (2017, unknown): “Increasingly, however, faultline scholars acknowledge that faultlines may not necessarily negatively affect team functioning (e.g., Bezrukova et al., 2009, Molleman, 2005).”
Age-Based Faultlines and Perceived Productive Energy: The Moderation of Transformational Leadership (2010, background): “Thus, diversity processes may not occur as a result of a single demographic attribute but as consequence of a bundle of demographic characteristics (Bezrukova et al., 1998; Lau & Murnighan, 2005). If group members are divided into two distinct nonoverlapping subgroups based on different demographics”
Social Category Salience Moderates the Effect of Diversity Faultlines on Information Elaboration (2011, background): “Since the development of the faultline construct by Lau and Murnighan (1998) several studies have examined its impact on outcome variables (e.g., Meyer & Schermuly, IN PRESS; Bezrukova et al., 2009; Homan et al., 2007a, 2007b; Lau & Murnighan, 2005; Phillips, Mannix, Neale, & Gruenfeld, 2004; Rico, ”
Team Faultline Measures (2013, methodology): “We are very grateful to Kate Bezrukova, Jeremy Dawson, Ramón Rico, and Sherry Thatcher for their helpful comments on earlier versions of this article.”
When do interprofessional teams succeed? Investigating the moderating roles of team and professional identity in interprofessional effectiveness (2011, background): “…some previous research has examined the moderating role of team identity on performance in demographically, but not professionally, diverse groups (Bezrukova et al., 2009), this is one of the first studies to investigate the role of identity in enhancing the professional diversity-performance…”