Exploring the Black Box: An Analysis of Work Group Diversity, Conflict,
and Performance
Administrative Science Quarterly, 44 (1):
1 (1999)Article 00018392 Accession Number: 1706983; Pelled, Lisa Hope 1;
Eisenhardt, Kathleen M. 2; Xin, Katherine R. 1; Affiliations: 1:
University of Southern California.; 2: Stanford University.; Issue
Info: Mar1999, Vol. 44 Issue 1, p1; Thesaurus Term: CONFLICT management;
Thesaurus Term: EMOTIONS; Thesaurus Term: QUESTIONNAIRES; Thesaurus
Term: TEAMS in the workplace; Thesaurus Term: TASK performance; Subject
Term: GOAL (Psychology); Number of Pages: 28p; Illustrations: 5 charts;
Document Type: Article; Full Text Word Count: 13331.Abstract
In this paper the authors present an integrative model of the relationships
among diversity, conflict, and performance, and they test that model
with a sample of 45 teams. Findings show that diversity shapes conflict
and that conflict, in turn, shapes performance, but these linkages
have subtleties. Functional background diversity drives task conflict,
but multiple types of diversity drive emotional conflict. Race and
tenure diversity are positively associated with emotional conflict,
while age diversity is negatively associated with such conflict.
Task routineness and group longevity moderate these relationships.
Results further show that task conflict has more favorable effects
on cognitive task performance than does emotional conflict. Overall,
these patterns suggest a complex link between work group diversity
and work group functioning. ABSTRACT FROM AUTHOR Copyright of Administrative
Science Quarterly is the property of Administrative Science Quarterly
and its content may not be copied or emailed to multiple sites or
posted to a listserv without the copyright holder's express written
permission. However, users may print, download, or email articles
for individual use. This abstract may be abridged. No warranty is
given about the accuracy of the copy. Users should refer to the original
published version of the material for the full abstract. (Copyright
applies to all Abstracts) In this paper the authors present an integrative
model of the relationships among diversity, conflict, and performance,
and they test that model with a sample of 45 teams. Findings show
that diversity shapes conflict and that conflict, in turn, shapes
performance, but these linkages have subtleties. Functional background
diversity drives task conflict, but multiple types of diversity drive
emotional conflict. Race and tenure diversity are positively associated
with emotional conflict, while age diversity is negatively associated
with such conflict. Task routineness and group longevity moderate
these relationships. Results further show that task conflict has
more favorable effects on cognitive task performance than does emotional
conflict. Overall, these patterns suggest a complex link between
work group diversity and work group functioning. ABSTRACT FROM AUTHOR
Copyright of Administrative Science Quarterly is the property of
Administrative Science Quarterly and its content may not be copied
or emailed to multiple sites or posted to a listserv without the
copyright holder's express written permission. However, users may
print, download, or email articles for individual use. This abstract
may be abridged. No warranty is given about the accuracy of the copy.
Users should refer to the original published version of the material
for the full abstract. (Copyright applies to all Abstracts)
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