Triggering Faultline Effects in Teams: The Importance of Bridging Friendship Ties and Breaching Animosity Ties

Published Online:https://doi.org/10.1287/orsc.2014.0944

References

  • Aiken LS, West SG (1991) Multiple Regression: Testing and Interpreting Interactions (Sage, Newbury Park, CA).Google Scholar
  • Allen NJ, Stanley DJ, Williams HM, Ross SJ (2007) Assessing the impact of nonresponse on work group diversity effects. Organ. Res. Methods 10:262–286.CrossrefGoogle Scholar
  • Balkundi P, Harrison DA (2006) Ties, leaders and time in teams: Strong influence about network structure’s effects on team viability and performance. Acad. Management J. 49:49–68.CrossrefGoogle Scholar
  • Bell ST (2007) Deep-level composition variables as predictors of team performance: A meta-analysis. Acad. Management J. 92:595–615.Google Scholar
  • Bell ST, Villado AJ, Lukasik MA, Belau L, Briggs AL (2011) Getting specific about demographic diversity variable and team performance relationships: A meta-analysis. J. Management 37:709–743.CrossrefGoogle Scholar
  • Bezrukova K, Jehn KA, Zanutto EL, Thatcher SMB (2009) Do workgroup faultlines help or hurt? A moderated model of faultlines, team identification, and group performance. Organ. Sci. 20:35–50.LinkGoogle Scholar
  • Blau PM (1977) Inequality and Heterogeneity: A Primitive Theory and Social Structure (Free Press, New York).Google Scholar
  • Borgatti SP, Everett MG, Freeman LC (1992) UCINET IV: Network analysis software. Connections 15:12–15.Google Scholar
  • Boyacigiller NA, Adler NJ (1991) The parochial dinosaur: The organizational sciences in a global context. Acad. Management Rev. 16:262–290.Google Scholar
  • Brass DJ (1995) A social network perspective on human resources management. Ferris GR, ed. Research in Personnel and Human Resources Management, Vol. 13 (JAI Press, Greenwich, CT),39–79.Google Scholar
  • Brewer MB (1991) The social self: On being the same and different at the same time. Personality Soc. Psych. Bull. 17:475–482.CrossrefGoogle Scholar
  • Burt RS, Knez M (1996) Trust and third-party gossip. Kramer RM, Tyler TR, eds. Trust in Organizations: Frontiers of Theory and Research (Sage, Thousand Oaks, CA), 68–69.CrossrefGoogle Scholar
  • Cox T Jr (1991) The multicultural organization. Acad. Management Executive 5:34–47.CrossrefGoogle Scholar
  • Cronin MA, Bezrukova K, Weingart LR, Tinsley CH (2011) Subgroup within a team: The role of cognitive and affective integration. J. Organ. Behav. 32:831–849.CrossrefGoogle Scholar
  • Dahlin KB, Weingart LR, Hinds PJ (2005) Team diversity and information use. Acad. Management J. 48:1107–1123.CrossrefGoogle Scholar
  • Earley PC, Mosakowski E (2000) Creating hybrid team cultures: An empirical test of transnational team functioning. Acad. Management J. 43:26–49.CrossrefGoogle Scholar
  • Friedkin N (1980) A test of structural features of Granovetter’s strength of weak ties theory. Soc. Networks 2:411–422.CrossrefGoogle Scholar
  • Gaertner SL, Dovidio JF (2000) Reducing intergroup bias. Reducing Intergroup Bias: The Common Ingroup Identity Model (Psychology Press, Philadelphia).Google Scholar
  • Gersick GJG (1989) Marking time: Predictable transitions in work groups. Acad. Management J. 32:274–309.CrossrefGoogle Scholar
  • Giambatista RC, Bhappu AD (2010) Diversity’s harvest: Interactions of diversity sources and communication technology on creative group performance. Organ. Behav. Human Decision Processes 111:116–126.CrossrefGoogle Scholar
  • Gibson C, Vermeulen F (2003) A healthy divide: Subgroups as a stimulus for team learning behavior. Admin. Sci. Quart. 48:202–239.CrossrefGoogle Scholar
  • Granovetter MS (1973) The strength of weak ties. Amer. J. Sociol. 78:360–1380.CrossrefGoogle Scholar
  • Gray B, Susman G, Ren H (2005) Brokers’ roles in knowledge management in teams: Expertise, influence and schema conflicts. Acad. Management Proc. 2005(Meeting abstract supplement): 1–5.Google Scholar
  • Greer LL, Jehn KA (2007) Where perception meets reality: The effects of different types of faultline perceptions, asymmetries, and realities on intersubgroup conflict and workgroup outcomes. Acad. Management Proc. 2007(Meeting abstract supplement):1–6.Google Scholar
  • Hansen MT (1999) The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Admin. Sci. Quart. 44:82–111.CrossrefGoogle Scholar
  • Harrison DA, Klein KJ (2007) What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Acad. Management Rev. 32:1199–1228.CrossrefGoogle Scholar
  • Harrison DA, Price KH, Bell MP (1998) Beyond relational demography: Time and the effects of surface- and deep-level diversity on work group cohesion. Acad. Management J. 41:96–107.CrossrefGoogle Scholar
  • Harrison DA, Price KH, Gavin JH, Florey AT (2002) Time, teams, and task performance: Changing effects of surface- and deep-level diversity on group functioning. Acad. Management J. 45:1029–1045.CrossrefGoogle Scholar
  • Harrison DA, Mohammed S, McGrath JE, Florey AT, Vanderstoep S (2003) Time matters in team task performance: Effects of member familiarity, entrainment, and task discontinuity on speed and quality. Personnel Psych. 56:633–669.CrossrefGoogle Scholar
  • Jehn KA, Bezrukova K (2010) The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes. Organ. Behav. Human Decision Process 112:24–42.CrossrefGoogle Scholar
  • Joshi A, Roh HH (2009) The role of context in work team diversity research: A meta-analytic review. Acad. Management J. 52:599–627.CrossrefGoogle Scholar
  • Katz N, Lazer D, Arrow H, Contractor N (2004) Network theory and small groups. Small Group Res. 35:307–332.CrossrefGoogle Scholar
  • Krackhardt D (1992) The strength of strong ties: The importance of philos. Nohria N, Eccles R, eds. Networks and Organizations: Structure, Form and Action (Harvard University Press, Boston), 216–239.Google Scholar
  • Labianca G (2014) Negative ties in organizational networks. Brass DJ, Labianca G, Mehra A, Halgin DS, Borgatti SP, eds. Contemporary Perspectives on Organizational Social Networks, Research in the Sociology of Organizations, Vol. 40 (Emerald Group Publishing, Bingley, UK), 239–259.CrossrefGoogle Scholar
  • Labianca G, Brass D (2006) Exploring the social ledger: Negative relationships and negative asymmetry in social networks in organizations. Acad. Management Rev. 31:596–614.CrossrefGoogle Scholar
  • Labianca G, Brass DJ, Gray B (1998) Social networks and perceptions of intergroup conflict: The role of negative relationships and third parties. Acad. Management J. 41:55–67.CrossrefGoogle Scholar
  • Lau DC, Murnighan JK (1998) Demographic diversity and faultlines: The compositional dynamics of organizational groups. Acad. Management Rev. 23:325–340.CrossrefGoogle Scholar
  • Lau DC, Murnighan JK (2005) Interactions within groups and subgroups: The effects of demographic faultlines. Acad. Management J. 48:645–659.CrossrefGoogle Scholar
  • Lawrence BS (1997) The black box of organizational demography. Organ. Sci. 8:1–22.LinkGoogle Scholar
  • Lazarsfeld PF, Merton RK (1954) Friendship as a social process: A substantive and methodological analysis. Berger M, Abel T, Page CH, eds. Freedom and Control in Modern Society (D. Van Nostrand Company, Toronto), 18–66.Google Scholar
  • Leonard D, Straus S (1997) Putting your company’s whole brain to work. Harvard Bus. Rev. 75(4):110–121.Google Scholar
  • Li J, Hambrick DC (2005) Factional groups: A new vantage on demographic faultlines, conflict, and disintegration in work teams. Acad. Management J. 48:794–813.CrossrefGoogle Scholar
  • Mannix E, Neale M (2005) What differences make a difference? Psych. Sci. 6:31–55.Google Scholar
  • Martins LL, Gilson LL, Maynard MT (2004) Virtual teams: What do we know and where do we go from here? J. Management 30:805–835.CrossrefGoogle Scholar
  • Martins LL, Milliken FJ, Wiesenfeld BM, Salgado SR (2003) Racioethnic diversity and group members’ experiences: The role of the racioethnic diversity of the organizational context. Group Organ. Management 28:75–106.CrossrefGoogle Scholar
  • Maznevski ML (1994) Understanding our differences: Performance in decision-making groups with diverse members. Human Relations 47:531–552.CrossrefGoogle Scholar
  • McGrath JE, Berdahl JL, Arrow H (1995) Traits, expectations, culture, and clout: The dynamics of diversity in work groups. Jackson SE, Ruderman MN, eds. Diversity in Work Teams: Research Paradigms for a Changing Workplace (American Psychological Association, Washington, DC), 17–46.CrossrefGoogle Scholar
  • McPherson JM, Smith-Lovin L (1987) Homophily in voluntary organizations: Status distance and the composition of face-to-face groups. Amer. Sociol. Rev. 52:370–379.CrossrefGoogle Scholar
  • Mesmer-Magnus JR, DeChurch LA (2009) Information sharing and team performance: A meta-analysis. J. Appl. Psych. 94:535–552.CrossrefGoogle Scholar
  • Miller DJ, Fern MJ, Cardinal LB (2007) The use of knowledge for technological innovation within diversified firms. Acad. Management J. 50:308–326.CrossrefGoogle Scholar
  • Molleman E (2005) Diversity in demographic characteristics, abilities and personality traits: Do faultlines affect team functioning? Group Decision Negotiation 14:173–193.CrossrefGoogle Scholar
  • Mollica KA, Gray B, Treviño LK (2003) Racial homophily and its persistence in newcomers’ social networks. Organ. Sci. 14:123–136.LinkGoogle Scholar
  • Nelson RE (1989) The strength of strong ties: Social networks and intergroup conflict in organizations. Acad. Management J. 32:377–401.CrossrefGoogle Scholar
  • Newcomb TM (1961) The Acquaintance Process (Holt, Rinehart and Winston, New York).CrossrefGoogle Scholar
  • Pearsall MJ, Ellis AP, Evans JM (2008) Unlocking the effects of gender faultlines on team creativity: Is activation the key? J. Appl. Psych. 93:225–234.CrossrefGoogle Scholar
  • Perry-Smith JE, Shalley CE (2003) The social side of creativity: A static and dynamic social network perspective. Acad. Management Rev. 28:89–106.CrossrefGoogle Scholar
  • Pieterse N, van Knippenberg D, Van Dierendonck D (2013) Cultural diversity and team performance: The role of team member goal orientation. Acad. Management J. 56:782–804.CrossrefGoogle Scholar
  • Polzer JT, Milton LP, Swann WB Jr (2002) Capitalizing on diversity: Congruence in small work groups. Admin. Sci. Quart. 47:296–324.CrossrefGoogle Scholar
  • Price KH, Harrison DA, Gavin JH (2006) Withholding inputs in team contexts: Member composition, interaction processes, evaluation structure, and social loafing. J. Appl. Psych. 91:1375–1384.CrossrefGoogle Scholar
  • Reagans R, Zuckerman EW (2001) Networks, diversity, and productivity: The social capital of corporate R&D teams. Organ. Sci. 12:502–517.LinkGoogle Scholar
  • Reagans R, Zuckerman E, McEvily B (2004) How to make the team: Social networks vs. demography as criteria for designing effective teams. Admin. Sci. Quart. 49:101–133.Google Scholar
  • Rokeach M (1973) The Nature of Human Values (Free Press, New York).Google Scholar
  • Sawyer JE, Houlette MA, Yeagley EL (2006) Decision performance and diversity structure: Comparing faultlines in convergent, crosscut, and racially homogeneous groups. Organ. Behav. Human Decision Processes 99:1–15.CrossrefGoogle Scholar
  • Schulte M, Cohen NA, Klein KJ (2012) The coevolution of network ties and perceptions of team psychological safety. Organ. Sci. 23:564–581.LinkGoogle Scholar
  • Shin SJ, Kim T, Lee J, Bian L (2012) Cognitive team diversity and individual team member creativity: A cross-level interaction. Acad. Management J. 55:197–212.CrossrefGoogle Scholar
  • Smith KK (1989) The movement of conflict in organizations: The joint dynamics of splitting and triangulation. Admin. Sci. Quart. 34:1–20.CrossrefGoogle Scholar
  • Stahl GK, Maznevski ML, Voigt A, Jonsen K (2010) Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups. J. Internat. Bus. Stud. 41:690–709.CrossrefGoogle Scholar
  • Tajfel H, Turner JC (1986) The social identity theory of intergroup behavior. Worchel S, Austineds WG, eds. Psychology of Intergroup Relations (Nelson-Hall, Chicago), 7–24.Google Scholar
  • Thatcher SMB, Patel PC (2011) Demographic faultlines: A meta-analysis of the literature. J. Appl. Psych. 96:1119–1139.CrossrefGoogle Scholar
  • Thatcher SMB, Jehn KA, Zanutto E (2003) Cracks in diversity research: The effects of faultlines on conflict and performance. Group Decision Negotiation 12:217–241.CrossrefGoogle Scholar
  • Turner JC, Oakes PJ, Haslam SA, McGarty C (1994) Self and collective: Cognition and social context. Personality Soc. Psych. Bull. 20:454–463.CrossrefGoogle Scholar
  • van Knippenberg D, Schippers MC (2007) Work group diversity. Annual Rev. Psych. 58:515–541.CrossrefGoogle Scholar
  • van Knippenberg D, De Dreu CKW, Homans AC (2004) Work group diversity and group performance: An integrative model and research agenda. J. Appl. Psych. 89:1008–22.CrossrefGoogle Scholar
  • Watson WE, Kumar K, Michaelsen LK (1993) Cultural diversity’s impact on interaction process and performance: Comparing homogeneous and diverse task groups. Acad. Management J. 36:590–602.CrossrefGoogle Scholar
  • Wuchty S, Jones BF, Uzzi B (2007) The increasing dominance of teams in the production of knowledge. Science 316:1036–1039.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.