Decision performance and diversity structure: Comparing faultlines in convergent, crosscut, and racially homogeneous groups

By John E. Sawyer, M. Houlette, Erin L. Yeagley. 2006

170 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/67af8e70f278e886f22412f57a6c676ffd29a568

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Citations in the corpus

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).”
Group Faultlines (2012, background): “Cross-categorization refers to a situation whereby a diversity attribute that is not clearly distinguishable across subgroups works to reduce the strength of the faultline alignment (Sawyer et al., 2006).”
Revisiting faultline conceptualization: measuring faultline strength and distance (2011, background): “…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 in age, tenure…”
The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes (2010, methodology): “…vs. no dormant faultline groups based on race (see more detail on experimental procedure and task above) given that race is one of the most visible and socially relevant demographic categories (Dovidio, Gaertner, Kawakami, & Hodson, 2002; Dovidio, Kawakami, & Gaertner, 2002; Sawyer et al., 2006).”
Recategorization into the In-group (2014, background): “…are likely to become blurred—a demographically different director tends to share other salient characteristics of incumbents—reducing the strength of demographic faultlines on boards as they become more diverse over time (Lau and Murnighan, 1998, 2005; Sawyer, Houletter, and Yeagley, 2006).”
Group‐level organizational citizenship behavior: Effects of demographic faultlines and conflict in small work groups (2009, result): “Unlike previous studies that examined faultlines in a laboratory setting or in groups with clearly preexisting subgroups (Homan et al., 2007a; Pearsall et al., 2008; Sawyer et al., 2006), the present study provides a field validation of the faultlines construct in a natural, organizational group set”
Age-Based Faultlines and Perceived Productive Energy: The Moderation of Transformational Leadership (2010, result): “Thus, our study joins prior research that found negative impacts of faultline strength on group performance and behavioral integration (Homan et al., 2007; Li & Hambrick, 2005; Polzer et al., 2006; Sawyer et al., 2006).”
Believing shapes seeing: The impact of diversity beliefs on the construal of group composition (2010, background): “Previous research has shown that when subgroups are salient, group functioning may suffer because “us versus them” distinctions may lead to intergroup bias (Brewer & Brown, 1998; Gaertner, Mann, Murrell, & Dovidio, 1989; Homan, van Knippenberg, Van Kleef, & De Dreu, 2007b; Lau & Murnighan, 1998; Lev”
Cracking but not Breaking: Joint Effects of Faultline Strength and Diversity Climate on Loyal Behavior (2015, unknown): “While previous research has focused mostly on the negative consequences of faultlines (e.g., Bezrukova, Thatcher, Jehn, & Spell, 2012; Homan, Greer, Jehn, & Koning, 2010; Rico et al., 2012; Sawyer et al., 2006), some types of faultlines might be beneficial.”
A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance (2016, background): “For example, Sawyer, Houlette, and Yeagley (2006) compared informationally diverse decision-making groups that were ethnically homogeneous with groups that had an ethnic minority member present who was either also in the informational minority (i.e., a fault line) or in the informational majority…”
Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance (2009, background): “Tension and personal attacks resulting from the categorization processes may also decrease efforts to share critical information in groups with social category faultlines (Sawyer et al. 2006).”