Diversity in Demographic Characteristics, Abilities and Personality Traits: Do Faultlines Affect Team Functioning?

By Eric Molleman. 2005

212 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5f1a64cee346c348f71af24ef58f051d7bf75871

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Citations in the corpus

The challenge of leading on unstable ground: Triggers that activate social identity faultlines (2009, background): “Molleman (2005) found that faultlines due to diversity in ability and personality impaired team functioning.”
Revisiting faultline conceptualization: measuring faultline strength and distance (2011, background): “…faultlines is that most faultline research focuses on potential faultlines (Gibson and Vermeulen 2003; Lau and Murnighan 2005; Li and Hambrick 2005; Molleman 2005; Sawyer et al. 2006) and does not examine whether members actually 1 While faultline distance seems to most simply refer to differences…”
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).”
Team Faultline Measures (2013, background): “Therefore, teams with strong faultlines are more likely to experience low levels of cohesion (Cronin, Bezrukova, Weingart, & Tinsley, 2011; Molleman, 2005) and low levels of communication across subgroup boundaries (Meyer, Shemla, & Schermuly, 2011).”
The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes (2010, background): “Future work might focus on different attributes that members can align on (e.g., other personality characteristics; Molleman, 2005).”
Diversity faultlines, shared objectives, and top management team performance (2011, methodology): “In support of the analysis in terms of categorization salience, evidence is accumulating that faultlines may indeed be negatively related to team process and performance (e.g. Homan et al., 2008; Lau and Murnighan, 2005; Molleman, 2005; Sawyer et al., 2006).”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, methodology): “We followed the procedure developed by Thatcher et al. (2003), in estimating how the alignment of multiple attributes divides a group into subgroups (Bezrukova et al., 2009; Bezrukova, Spell, & Perry, 2010; Lau & Murnighan, 2005; Molleman, 2005).”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “…(i.e., hypothetical dividing lines that create subgroups within a team) often have detrimental effects on team processes (e.g., Polzer, Crisp, Jarvenpaa, & Kim, 2006), emergent states (e.g., Molleman, 2005), and performance (e.g., Rico, Molleman, Sanchez-Manzanares, & Van der Vegt, 2007).”
Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance (2009, methodology): “Please note that whereas faultlines based on one characteristic are equally possible (Lau and Murnighan 2005, Molleman 2005), this study follows a theoretical approach that conceptualizes faultlines as based on multiple characteristics.”
The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration (2007, background): “…moderates the effects of diversity faultlines on decision-making quality and social integration supports preliminary cross-sectional research suggesting that team task characteristics are important exogenous factors that may moderate the effects of faultlines on team outcomes (Molleman, 2005).”
Cracking but not Breaking: Joint Effects of Faultline Strength and Diversity Climate on Loyal Behavior (2015, background): “Conflict caused by strong relationship-related faultlines may lead the work unit to be less cohesive (Molleman, 2005); i.”
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes (2008, background): “Cohesion is another positive state in groups that can emerge and positively influence group functioning (Molleman 2005; Marks et al. 2001) as the individual members begin to identify with the team and focus on team outcomes.”
Group Faultlines (2012, background): “…affect group performance such as group learning (Gibson & Vermeulen, 2003; Jehn & Rupert, 2008; Lau & Murnighan, 2005), information elaboration (Meyer, Shemla, & Schermuly, 2011), group functioning (Molleman, 2005), and the riskiness of decision making (Barkema & Shvyrkov, 2007; Rico et al., 2007).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “…negative relationship with processes (Li & Hambrick, 2005; Polzer, Crisp, Jarvenpaa, & Kim, 2006; Thatcher, Jehn, & Zanutto, 2003) and emergent states such as cohesion (Molleman, 2005) and behavioral/social integration (Li & Hambrick, 2005; Rico, Molleman, Sanchez-Manzanares, & Van der Vegt, 2007).”