Professional diversity,identity salience and team innovation: The moderating role of openmindedness norms

The impact of diverse composition in teams is neither straightforward nor direct, and evidence suggests that diversity can be either conducive or detrimental to team innovation. Professionally diverse healthcare teams are increasingly used to develop innovative clinical approaches and solve complex healthcare problems; however, there is evidence that collaboration across professional boundaries creates conflict and is frequently unsuccessful. Healthcare organizations consequently face a dilemma. If they embrace professional diversity in teams, they risk interprofessional hostility, but if they choose homogeneous teams, they diminish their teams' capacity to innovate. We respond to this quandary by utilizing social identity theory to better understand the mechanisms through which professional diversity can enhance team innovation. In particular, we argue that professional identity salience operates as a mediator capable of explaining both positive and negative outcomes of professional diversity, contingent on the moderating effect of openmindedness norms. Analysis of survey data from 70 healthcare teams supports our model and indicates that professional salience can both enhance and undermine team innovation, depending on the extent of team openmindedness. Copyright © 2015 John Wiley & Sons, Ltd.     

Team mental models and team performance: a field study of the effects of team mental model similarity and accuracy

We conducted a field study of 71 action teams to examine the relationship between team mental model similarity and accuracy and the performance of real‐world teams. We used Pathfinder to operationalize team members' taskwork mental models (describing team procedures, tasks, and equipment) and teamwork mental models (describing team interaction processes) and examined team performance as evaluated by expert team assessment center raters. Both taskwork mental model and teamwork mental model similarity predicted team performance. Team mental model accuracy measures were also predictive of team performance. We discuss the implications of our findings and directions for future research. Copyright © 2006 John Wiley & Sons, Ltd.     

Influencing diversity beliefs through a personal testimonial,promotion-focused approach

Although researchers have highlighted the importance of diversity beliefs (i.e., team members' perceived value of diversity) for the elaboration of information in teams, little attention has been paid to whether and how diversity beliefs can be shaped. Drawing on theory and research on team diversity beliefs, we propose that diversity beliefs are more effectively influenced by interventions using a promotion (compared with a prevention) focus toward diversity and personal testimonial (compared with factual) knowledge. Results from an experiment conducted with 175 teams revealed that both a promotion focus and personal testimonial knowledge independently contributed to more positive diversity beliefs and consequently increased team elaboration of task-relevant information as well as integration of different perspectives. Our results reveal key factors that can influence diversity beliefs and underscore the pivotal role of diversity beliefs in improving the extent to which team members elaborate information and integrate diverse perspectives.     

Managing relationship conflict and the effectiveness of organizational teams

Past research has revealed that team effectiveness and satisfaction suffer when teams experience relationship conflict—conflict related to interpersonal issues, political norms and values, and personal taste. This study examined how teams should respond to these conflicts. Three types of conflict responses were studied: collaborating responses, contending responses, and avoiding responses. A field study involving a heterogeneous sample of teams performing complex, non‐routine task showed that collaborating and contending responses to relationship conflict negatively relate to team functioning (i.e., voice, compliance, helping behavior) and overall team effectiveness, while avoiding responses were associated with high team functioning and effectiveness. It is suggested that collaborating and contending responses to relationship conflict distract team members from their tasks, while avoiding responses appear more functional in that they allow team members to pursue task performance. Copyright © 2001 John Wiley & Sons, Ltd.     

Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict

The increased use of teams in organizations, coupled with an increasingly diverse workforce, strongly suggests that we should learn more about how team diversity affects functioning and performance. The purpose of this study was to explore the differential impact of surface‐level diversity (gender, ethnicity), deep‐level diversity (time urgency, extraversion), and two moderating variables (team orientation, team process) on relationship conflict over time. Hypotheses were tested by tracking 45 student project teams in a longitudinal design. Results revealed that team orientation and team process moderated the diversity–conflict link. Specifically, team orientation helped to neutralize the negative effects of surface‐level (gender) diversity on relationship conflict. In a similar manner, team processes worked to weaken the deleterious effects of deep‐level diversity (time urgency) on relationship conflict. In addition, relationship conflict resulted in lower perceived performance by team members. Copyright © 2004 John Wiley & Sons, Ltd.     

Scaling the quality of teammates' mental models: equifinality and normative comparisons

We tested the impact of teammates' team and task mental model sharedness on team processes and performance using 70 undergraduate teams that completed a series of missions on a PC‐based flight simulator. Moreover, we considered how the quality of mental models might moderate such relationships. Team processes were found to partially mediate the relationship between task mental model sharedness and team performance. Although team mental model sharedness failed to exhibit a significant linear relationship with team processes or performance, it did evidence a multiplicative relationship as moderated by the quality of those models. Team processes and performance were better among teams sharing higher‐quality team mental models than among teams evidencing less sharedness or who had lower‐quality models. Again, team processes partially mediated these relationships. Results are discussed in terms of the equifinality of mental model quality and applications to various team environments. Copyright © 2005 John Wiley & Sons, Ltd.     

When is female leadership an advantage? Coordination requirements,team cohesion,and team interaction norms

This study seeks to understand to what extent and in what contexts women leaders may be advantageous for teams. More specifically, this study examines how team leader gender relates to team cohesion, cooperative learning, and participative communication. Furthermore, the study argues that advantages derived from female leadership may be contingent on teams' coordination requirements. I propose that as teams' coordination requirements increase (i.e., with functional diversity, size, and geographic dispersion), teams with women leaders report more cohesion and more cooperative and participative interaction norms than those with men leaders. I aggregated survey responses from the members of 82 teams in 29 organizations at the team level. Findings from hierarchical linear modeling analyses suggest that female leadership is more positively associated with cohesion on larger and more functionally diverse teams and more positively associated with cooperative learning and participative communication on larger and geographically dispersed teams. These results call for more research on boundary conditions on the relationship between leader gender and team outcomes, on the role of relational leadership on complex and diverse teams and, ultimately, on the potential mediating role of cohesion and team interaction norms on the relationship between leader gender and team performance. Copyright © 2015 John Wiley & Sons, Ltd.     

Conflict values and team relationships: conflict's contribution to team effectiveness and citizenship in China

Although conflict has traditionally been considered destructive, especially in collectivist societies like China, recent studies indicate that valuing and approaching conflict can contribute to effective teamwork. A hundred and six pairs of employees and their leaders were recruited from State Owned Enterprises in Shanghai and Nanjing. Employees described their conflict values and relationships. Their immediate supervisors rated the effectiveness of their teams and the extent of their citizenship behavior. Results indicate that positive conflict attitudes and approaching conflict can contribute to strong relationships, which in turn strengthen team effectiveness and employee citizenship. Findings suggest that how conflict values affect relationships and outcomes are more differentiated than originally expected. Results were interpreted as supporting the traditional idea that relationships are critical for effective organization work in China but also challenging future research to understand the processes by which conflict has a positive contribution to work relationships. Copyright © 2003 John Wiley & Sons, Ltd.     

The emergence of team helping norms: Foundations within members' attributes and behavior

This research examined the antecedents of organizational citizenship behavior helping norms in teams, specifically with regard to how members' personality, values, beliefs, and helping behavior predict the emergence of helping norms in newly formed project teams. We drew from theory on emergent phenomena and team composition research to propose and test a compilation model of how helping norms are influenced by having at least one member with particularly low (minimum) or high (maximum) levels of attributes that may influence helping‐norm development (i.e., conscientiousness, agreeableness, other‐oriented values, personal helping beliefs). We further examined the extent to which members' helping behaviors, as rated by peers, predicted helping norms and whether these behaviors mediated the relationship between individual attributes and helping norms. The results of a longitudinal study of 47 student project teams revealed that teams' minimums on agreeableness, other‐oriented values, and personal helping beliefs had direct relationships with helping‐norm emergence, and the effects of agreeableness were mediated through mean helping behavior. By contrast, teams' maximums on these attributes showed no relationships with helping norms, and only a team maximum on agreeableness was associated with teams' mean helping behavior. Copyright © 2011 John Wiley & Sons, Ltd.     

Conflict management between and within teams for trusting relationships and performance in China

Trusting relationships are increasingly considered vital for making teams productive. We propose that cooperative management of conflict can help team members to be convinced that their teammates are trustworthy. Results from 102 organizations in China support the theorizing that how teams to manage conflict with each other affects within‐team conflict management. Specifically, cooperative conflict between teams helps teams to manage their internal conflicts cooperatively that strengthens trust that in turn facilitates team performance. Results provide support for managing conflict cooperatively as a foundation for trusting, productive relationships in China as well as in the West. Copyright © 2008 John Wiley & Sons, Ltd.     

Conflict,justice, and inequality: Why perceptions of leader–member exchange differentiation hurt performance in teams

To better understand why leader–member exchange (LMX) differentiation in teams may be detrimental to individual and team performance, we propose that team members' perception of LMX differentiation (PLMXD) is more important than statistical measures of LMX differentiation. Specifically, we hypothesize a multilevel model in which relationship conflict and procedural justice (climate) mediate the relationships of individual and collective PLMXDs with individual and team performance, respectively. Using a sample of 235 individuals in 53 teams, we found that individual PLMXD was negatively related to individual performance through relationship conflict perceptions, controlling for LMX. At the team level, collective PLMXD was negatively related to team performance through procedural justice climate and relationship conflict, controlling for a statistical measure of LMXD. Theoretical implications and directions for future research are explored.     

Loyal rebels? A test of the normative conflict model of constructive deviance

Constructive deviance is a voluntary behavior that violates organizational rules but is conducted with honorable intentions to benefit the organization or its stakeholders. Despite emerging interest in this behavior, the antecedents of constructive deviance remain unclear, with particular ambiguity concerning the relationship between organizational identity and constructive deviance. In this article, we address this ambiguity with the normative conflict model, which posits that organizational identity drives constructive deviance in the workplace only when people perceive normative conflict with organizational rules. In Studies 1a and 1b, we develop and validate a measure of normative conflict. In Study 2, we conduct a preliminary test of the model with employed students and find that identity is positively related to constructive deviance only when normative conflict is high. In Study 3, we replicate and extend the model to show that the moderating effect of normative conflict is mediated by experienced psychological discomfort and that organizational identity is positively related to constructive deviance among working adults only when discomfort is high. In total, our findings demonstrate the utility of the normative conflict model for explaining when constructive deviance is mostly likely to occur in the workplace.     

On the relationship between intragroup conflict and social capital in teams: A longitudinal investigation in Taiwan

In response to the prevalent deployment of teams in organizations, there is a need to jointly consider conflict and social capital within the teams to offer novel ways to understand group process. This study proposes that the association between intragroup conflict and group social capital may be dynamic and reciprocal. Specifically, this study investigates longitudinally how intragroup conflict influences group social capital within cross‐functional teams and recognizes whether the teams with high group social capital can further produce intragroup conflict. The two‐year longitudinal study sampled 527 individuals in 90 teams across two time periods. This study finds that when teams are formed (Time 1), task conflict relates positively to structural social capital, and relationship conflict relates negatively to cognitive social capital. There is an inverted U‐type relationship between task conflict at Time 1 and social capital at Time 2. Established teams (Time 2) with higher levels of social capital experience higher levels of task conflict and lower levels of relationship conflict than teams with lower levels of social capital. Copyright © 2016 John Wiley & Sons, Ltd.     

Antecedents,consequences, and moderators of time perspective heterogeneity for knowledge management in MNO teams

Multinational organizations (MNOs), more so than other organizations, are likely to require individuals with different perspectives, experiences, and backgrounds to form teams and collaboratively manage knowledge. We develop a framework that shows why variations in time perspectives among members of teams occur and how such differences can exert significant but unacknowledged influences on knowledge management efforts in MNOs, including: (1) innovativeness of knowledge created (2) speed of knowledge creation and (3) speed of knowledge transfer between teams. We also provide new insights into benefits of time perspective heterogeneity for teams managing knowledge. Copyright © 2007 John Wiley & Sons, Ltd.     

The multiple pathways of high performing groups: the interaction of social networks and group processes

This study examines how both strong and weak relationship groups (groups with numerous, intense internal friendship ties and few, less intense internal friendship ties respectively) achieve high performance when utilizing strategies that capitalize on the strengths and minimizing the weaknesses associated with their internal social structure. We examine the interactions of groups' internal friendship networks with their external network structures (external ties) and internal intragroup conflict (constructive controversy). The results of a study using survey, archival and interview data on 35 groups of MBA students indicated that internal friendship networks interacted with constructive controversy and external networks to determine when groups would achieve superior performance. High performing strong relationship groups engaged in greater constructive controversy than low performing strong relationship groups, while constructive controversy appeared to have minimal effect on the performance of weak relationship groups. High performing weak relationship groups had fewer external bridging ties to other groups when compared to low performing weak relationship groups, while external bridging ties appeared to have minimal effect on the performance of strong relationship groups. Copyright © 2006 John Wiley & Sons, Ltd.     

Constructive controversy,the Vroom-Yetton model,and managerial decision-making

Empirical tests have indicated that following the Vroom-Yetton Normative Model of leadership predicts reliably to successful managerial decision-making. However, it does not consider the kind of social interaction among decision makers. Recent experiments have demonstrated that controversy constructively discussed can facilitate decision-making. To see whether constructive controversy can supplement the Vroom-Yetton model, 58 managers enrolled in an executive-level MBA programme described a successful and unsuccessful decision-making experience by answering the Vroom-Yetton questions and by indicating the extent those involved in making the decision experienced constructive controversy. Results indicate that both the Vroom-Yetton model and constructive controversy are significantly related to successful decision-making. A regression analysis indicated that constructive controversy accounted for 45 per cent of the variance of decision success whereas the Vroom-Yetton model accounted for 5 per cent. While the Vroom-Yetton model is useful at the preplanning stage for choosing a decision style, much greater contribution is provided by constructive discussions of opposing opinions when actually generating the decision.     

Demographic antecedents and performance consequences of structural holes in work teams

This paper addresses two important questions concerning social fragmentation in work teams. First, from where do disconnections between team members, measured in terms of the proportion of structural holes within the work team, derive? Second, what are the consequences for team performance of having more or less structural holes between team members? In answering the first question, the research investigated whether demographic diversity in teams played a role in predicting the proportion of structural holes in team friendship networks. For 19 teams at a wood products company, there were no effects of ethnic and gender diversity on structural hole proportions. However, age diversity significantly reduced the extent of structural ‘holeyness.’ In investigating the second question, two countervailing tendencies were considered. In the absence of structural holes, teams are likely to be at low risk for new ideas. But fragmented teams in which team members are separated by many structural holes are likely to have difficulty coordinating. The researchers demonstrated a curvilinear effect: a moderate level of structural diversity in teams was positively associated with team performance. Thus, the research suggested that it is structural diversity (measured in terms of the proportion of structural holes) rather than demographic diversity that matters in the prediction of team performance. Copyright © 2006 John Wiley & Sons, Ltd.     

Competing hypotheses analyses of the associations between group task conflict and group relationship conflict

Although previous research have reported strong and positive intercorrelations between group task conflict and group relationship conflict, several different theoretical rationales exist for the positive link and the empirical literature remains equivocal. To clarify the causal linkage between the two types of conflict, we derived seven models specifying how group task and relationship conflict can be related to each other, including some rival explanations. We tested the competing models using a longitudinal panel design, with data collected from 74 project teams comprising a total of 388 students. The results indicated that relationship conflict led to an increased subsequent task conflict through negative group affect. Task conflict, however, predicted a subsequent relationship conflict under a specific context, that is, groups that had lower levels of trust among the members. Copyright © 2010 John Wiley & Sons, Ltd.     

Work-home conflict among nurses and engineers: Mediating the impact of role stress on burnout and satisfaction at work

Using structural equation modeling, this paper compares a more traditional, unmediated model of work-based role stress and its consequences on job satisfaction and burnout to two models in which the role stress-affective work outcome relationship is mediated (partially and completely) by work-home conflict across two samples of public sector professionals: engineers and nurses. The findings indicate that a model in which role conflict and overload have both direct and indirect effects—via work-home conflict—on job burnout and satisfaction (‘Partial Mediation’ model) achieves a better overall ‘fit’ than two alternative models. Furthermore, the findings suggest that while the two groups perceive many aspects of the work-home relationship differently, for both groups, work-based role conflict is an important antecedent of work-home conflict, and increased burnout an important direct consequence of work-home conflict. Finally, on the basis of the findings, the authors conclude that perspectives which view the work and non-work realms as independent must be reconsidered, and that the nature of the work-home relationship may, to a great extent, be contingent upon the way different occupational groups perceive their work situations.     

From being diverse to becoming diverse: A dynamic team diversity theory

On the basis of the literature of open systems and team diversity, we present a new dynamic team diversity theory that explains the effect of change in team diversity on team functioning and performance in the context of dynamic team composition. Building upon the conceptualization of teams as open systems, we describe the enlargement and decline of team variety, separation, and disparity through member addition, subtraction, and substitution. Then, focusing on diversity enlargement, we theorize the contemporaneous and lasting effects of team diversity change on team performance change and on team processes and states leading to them. Dynamic team diversity theory expands the focus of team diversity research from teams' being more diverse than others to teams' becoming more diverse than before. It aims to advance team diversity research to be better aligned with the organizational reality of dynamic team composition. We also discuss methodological considerations in subsequent empirical testing of the theory and highlight how the theory and future research may help to guide organizational practice in recomposing work teams.