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Diversity faultlines, shared objectives, and top management team performance

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Diversity faultlines, shared objectives, and top management team performance. / van Knippenberg, D; Dawson, J.F; West, Michael et al.
In: Human Relations, Vol. 64, No. 3, 2011, p. 307-336.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

van Knippenberg, D, Dawson, JF, West, M & Homan, A 2011, 'Diversity faultlines, shared objectives, and top management team performance', Human Relations, vol. 64, no. 3, pp. 307-336. https://doi.org/10.1177/0018726710378384

APA

van Knippenberg, D., Dawson, J. F., West, M., & Homan, A. (2011). Diversity faultlines, shared objectives, and top management team performance. Human Relations, 64(3), 307-336. https://doi.org/10.1177/0018726710378384

Vancouver

van Knippenberg D, Dawson JF, West M, Homan A. Diversity faultlines, shared objectives, and top management team performance. Human Relations. 2011;64(3):307-336. Epub 2010 Nov 10. doi: 10.1177/0018726710378384

Author

van Knippenberg, D ; Dawson, J.F ; West, Michael et al. / Diversity faultlines, shared objectives, and top management team performance. In: Human Relations. 2011 ; Vol. 64, No. 3. pp. 307-336.

Bibtex

@article{18006043afe343da8e8bc4dee434ad45,
title = "Diversity faultlines, shared objectives, and top management team performance",
abstract = "Faultline theory suggests that negative effects of team diversity are better understood by considering the influence of different dimensions of diversity in conjunction, rather than for each dimension separately. We develop and extend the social categorization analysis that lies at the heart of faultline theory to identify a factor that attenuates the negative influence of faultlines: the extent to which the team has shared objectives. The hypothesized moderating role of shared objectives received support in a study of faultlines formed by differences in gender, tenure, and functional background in 42 top management teams. The focus on top management teams has the additional benefit of providing the first test of the relationship between diversity faultlines and objective indicators of organizational performance. We discuss how these findings, and the innovative way in which we operationalized faultlines, extend faultline theory and research as well as offer guidelines to manage diversity faultlines.",
author = "{van Knippenberg}, D and J.F Dawson and Michael West and Astrid Homan",
year = "2011",
doi = "10.1177/0018726710378384",
language = "English",
volume = "64",
pages = "307--336",
journal = "Human Relations",
issn = "0018-7267",
publisher = "SAGE Publications Ltd",
number = "3",

}

RIS

TY - JOUR

T1 - Diversity faultlines, shared objectives, and top management team performance

AU - van Knippenberg, D

AU - Dawson, J.F

AU - West, Michael

AU - Homan, Astrid

PY - 2011

Y1 - 2011

N2 - Faultline theory suggests that negative effects of team diversity are better understood by considering the influence of different dimensions of diversity in conjunction, rather than for each dimension separately. We develop and extend the social categorization analysis that lies at the heart of faultline theory to identify a factor that attenuates the negative influence of faultlines: the extent to which the team has shared objectives. The hypothesized moderating role of shared objectives received support in a study of faultlines formed by differences in gender, tenure, and functional background in 42 top management teams. The focus on top management teams has the additional benefit of providing the first test of the relationship between diversity faultlines and objective indicators of organizational performance. We discuss how these findings, and the innovative way in which we operationalized faultlines, extend faultline theory and research as well as offer guidelines to manage diversity faultlines.

AB - Faultline theory suggests that negative effects of team diversity are better understood by considering the influence of different dimensions of diversity in conjunction, rather than for each dimension separately. We develop and extend the social categorization analysis that lies at the heart of faultline theory to identify a factor that attenuates the negative influence of faultlines: the extent to which the team has shared objectives. The hypothesized moderating role of shared objectives received support in a study of faultlines formed by differences in gender, tenure, and functional background in 42 top management teams. The focus on top management teams has the additional benefit of providing the first test of the relationship between diversity faultlines and objective indicators of organizational performance. We discuss how these findings, and the innovative way in which we operationalized faultlines, extend faultline theory and research as well as offer guidelines to manage diversity faultlines.

U2 - 10.1177/0018726710378384

DO - 10.1177/0018726710378384

M3 - Journal article

VL - 64

SP - 307

EP - 336

JO - Human Relations

JF - Human Relations

SN - 0018-7267

IS - 3

ER -