The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration

By Ramón Rico, Eric Molleman, Miriam Sanchez-Manzanares, Gerben van der Vegt. 2007

204 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d381f47e3c9c86c9f03d7c9ae77d189afb597112

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The challenge of leading on unstable ground: Triggers that activate social identity faultlines (2009, background): “Rico et al. (2007) demonstrated that strongfaultline groups (highly homogeneous work groups) made lower quality decisions and had lower social integration (i.e. team member satisfaction and commitment) than weak-faultline groups.”
Diversity faultlines, shared objectives, and top management team performance (2011, background): “Rico et al. (2007) showed that team autonomy exacerbates the negative impact of faultlines, presumably because a greater need for team communication (cf. information elaboration) associated with greater autonomy makes the influence of faultlines more apparent (cf. Molleman, 2005).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “More complex relationships have also been investigated, and results indicate that the influence of faultlines depends on autonomy (e.g., Molleman, 2005; Rico et al., 2007) and that the effectiveness of communications depends on faultline strength (Lau & Murnighan, 2005).”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “Evidence has accumulated that a four-factor multi-indicator CFA model fits Spreitzer’s (1995) empowerment measure at the individual levels of analysis. Using second-order CFA, Spreitzer found an “excellent fit” with one sample and a “modest fit” with another (1995: 1453). Elsewhere, both Carless (20”
Size Does Matter: How Varying Group Sizes in a Sample Affect the Most Common Measures of Group Diversity (2009, methodology): “Blau’s index is also referred to as Simpson’s (1949) D, Herfindahl’s (1950) index, and Herfindahl-Hirschman’s index and is a special case of the Tsallis entropy (Tsallis, 1988).”
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).”