Interactions Within Groups and Subgroups: The Effects of Demographic Faultlines

By D. Lau, J. Murnighan. 2005

797 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2d84706c623c1818d7be8a37f5f5e99fdf3bbc95

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Citations in the corpus

Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “…3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 homogeneous subgroups based on the overlap of multiple attributes – i.e., of faultlines (Lau & Murnighan, 1998; 2005) on the other.”
6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, methodology): “For example, research reviewed in this paper identified benefits of diverse experiences on a team (Lau & Murnighan, 2005; Van der Vegt & Bunderson, 2005; Ely & Thomas, 2001), and the value of ideas an outsider can bring to a team (Sole & Edmondson, 2002).”
Diversity in organizations: Where are we now and where are we going? (2009, background): “…including how faultlines (or subgroups based on the alignment of group member's demographic characteristics) hold more explanatory power in regards to satisfaction, expected performance, and team learning than considering single-attribute heterogeneity within groups (Lau & Murnighan, 2005).”
Organizing for Innovation in the Digitized World (2012, background): “The notion of clearly experienced fault lines between organizational members (Lau and Murninghan 2005), for example, may give way to much vaguer, fluidly interpreted fault signals.”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “However, Lau and Murnighan (2005) unexpectedly found that faultline strength was associated with less conflict and more group learning, psychological safety, and team satisfaction.”
Facing differences with an open mind: Openness to experience, salience of intra-group differences, and performance of diverse work groups (2008, background): “Previous work has distinguished between differences in faultline strength (Gibson & Vermeulen, 2003, Lau & Murnighan, 2005), stating that faultlines especially have detrimental effects when they are strong—that is, when the faultline creates very distinct subgroups.”
The Role Of Context In Work Team Diversity Research: A Meta-Analytic Review (2009, result): “We also note that, although conceptually interesting, field research directly applying faultlines-based measures is not abundant and has yielded inconsistent results (e.g., Gibson & Vermeulen, 2003; Greer & Jehn, 2008; Lau & Murnighan, 2005; Li & Hambrick, 2005).”