Cracks in Diversity Research: The Effects of Diversity Faultlines on Conflict and Performance

By Sherry M. B. Thatcher, Karen A. Jehn, Elaine L. Zanutto. 2003

459 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/7d341590d1564a134ca1572e4cae39403eeaba51

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “Similar to knowledge-based faultlines, identity-based faultlines were measured using the formula developed by Thatcher et al. (2003).”
Diversity in Demographic Characteristics, Abilities and Personality Traits: Do Faultlines Affect Team Functioning? (2005, background): “Lau and Murnighan (1998) and Thatcher, Jehn, and Zanutto (2003) argue that the inconsistency of the results of research on the impact of diversity in teams on team functioning is due to the focus of most studies on a single characteristic.”
The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration (2007, background): “…attributes foster team process losses by increasing levels of task and emotional conflict, encouraging behavioral disintegration, and driving down learning behaviors with the consequent negative impacts on team performance (Lau & Murnighan, 2005; Li & Hambrick, 2005; Thatcher et al., 2003).”
Considering diversity: The positive effects of considerate leadership in diverse teams (2013, unknown): “On the one hand, diversity can initiate subgroup categorization (“us–them” distinctions and subgroup formation) and intergroup bias that may result in reduced interpersonal liking, low trust, and conflict (Earley & Mosakowski, 2000; Thatcher et al., 2003).”
Interacting dimensions of diversity: Cross-categorization and the functioning of diverse work groups (2007, background): “When diversity dimensions converge (i.e., are correlated), comparative fit is higher, and this makes social categories more salient (Doise, 1978; Oakes et al., 1994; Thatcher et al., 2003).”
Work group diversity. (2007, background): “Both Gibson & Vermeulen (2003) and Thatcher et al. (2003) found curvilin-ear relationships in which moderate faultlines wereassociatedwithoutcomesthatweremore used faultline measures where moderate fault-lines might also be labeled moderate cross-categorization, and it is unclear to what extent…”
Work group diversity and group performance: an integrative model and research agenda. (2004, background): “Another option is the approach advanced by Thatcher, Jehn, and Zanutto (2003), who suggested replacing or complementing the similarity indices of diversity that are typically used in diversity research (i.e., reflecting similarity on a single dimension) by a measure that is based on similarities…”