Diversity Of Team Members Research Articles

Implementation of Effective Sports Human Resource Management Policies in Improving the Performance of Sports Organizations in the Society 5.0 Era

Current advances have created very tight competition among Central Java Petanque sports organizations, encouraging the need for extraordinary performance to support national sporting achievements. The change from the previous era to the Society 5.0 Era reflects significant evolution in the industrial revolution, technological progress and social change. In the Era of Society 5.0, the role of the Central Java Petanque sports organization is increasingly important in responding to the dynamics of social and technological change. Human resource management in the Central Java Petanque sports organization faces various challenges, such as the diversity of team members involving differences in culture, language and work styles. Therefore, implementing human resource management policies that focus on sports is very important to compete at the global level, improve sports performance, and support the achievement of national goals in Indonesia's sports achievements. This research uses descriptive qualitative methods. The research results show that its application will face dynamics and challenges regarding limited sports human resources, cultural and value differences, and dynamic flexibility. Therefore, alternative solutions are needed to deal with various problems, such as automation in increasing awareness about the value of various crocodiles, automation that leads to digitalization, as well as developing programs for the involvement of all human resources in sports

The impact of top management team members diversity on corporations’ performance and value: evidence from emerging markets

The study contributes to understanding the impact of top management team (TMT) member diversity on corporations’ performance and value in emerging markets. It examines three dimensions of diversity in TMT: gender, education, and foreign nationalities, providing insights into how these factors influence corporate performance and value. The study’s quantitative analysis of 70 non-financial corporations from Brazil, Egypt, India, Russia, Saudi Arabia, South Africa, and Turkey from 2013 to 2022 using cross-sectional unit analyzes helps establish empirical evidence on the relationship between TMT diversity and corporate performance in emerging markets. Study’s findings can inform corporations in emerging markets about the importance of promoting diversity in their top management teams to improve performance and value. The study found a significant impact of top management team diversity based on education and foreign nationalities but a non-significant impact on gender on some key performance indicators (KPIs). The study can explain the non-significant impact of gender according to shifting the prevailing theory from sexual selection theory to prospect theory. On the other hand, the study believes that the optimal mass of diversification, or the weight of members with diverse backgrounds, determines whether the impact of diversification is positive (it leads to increased creativity, innovation, problem-solving ability, talent attraction and retention, and employee engagement and productivity) or negative (it leads to increased organizational conflict and communication difficulties). If it is less than this mass, the benefits of diversity are limited, but if the mass is greater than it, the harms of diversity are greater than the benefits. The study also highlights the need for future research in the area of diversity in top management and provides a plan outlining steps to enhance diversity in top management teams.

A constructive error management culture promotes innovation and corporate social responsibility: A multi-level analysis in 10 countries

In the face of grand challenges like global warming or social inequality, firms are increasingly expected to make a positive contribution to society. As a result, they are looking for ways to fuse their own and common good interests, for example, by employing so-called Common Good HRM practices. These practices like the promotion of a constructive error management culture (EMC) aim to support an environment that facilitates positive societal and ecological change by enabling firm leaders and employees to contribute to global progress. Yet, to date empirical evidence for proposed positive effects is scarce and the embeddedness of employees in different teams and national cultures is largely neglected in prior research. The current study accounts for these shortcomings by investigating the effects of a constructive EMC as a Common Good HRM practice on employee innovativeness and internal corporate social responsibility (CSR) based on a sample of 82,927 employees working in 9253 teams in a large telecommunication company with subsidiaries in 10 different countries. Applying a comprehensive multi-level design, we find that (i) a constructive EMC has a positive impact on employee innovativeness and internal CSR and (ii) that team member diversity regarding gender, age, and tenure and cultural values affect EMC. Particularly, our analyses uncover that EMC effects differ depending on the kind of diversity and reveal a complex interplay of team composition and cultural values. Despite notable limitations like the examination of only one single organization, our work underpins the theoretically proposed benefits of applying Common Good HRM practices and highlights the need to take both team and cultural influences into account.

Work Team Diversity and Work Team Performance

Factors that affect work team performance are the subject of numerous studies that contribute to the understanding of how teams can operate effectively in a constantly changing environment. The focus of this paper is on the relationship between work team diversity and team performance. The aim is to evaluate the impact of various work team diversity categories and characteristics on team performance. The research is executed on the sample of more than 940 sales work teams within international corporation with the global presence. Performance of sales work teams is measured by achieved revenue on country level and consequently consolidated in a form of global performance ranking. Linear regression is used to analyse the impact of work team diversity characteristics on team performance. The results confirm that team performance is influenced by gender, nationality, and mother language diversity of team members, but also by seniority and stability of work team. Team size and job specialization seem to be without any significant impact on team performance.

Perspectives on workforce age diversity in nowadays teams

"The diversity of employees, in general, respectively age diversity is a reality at the level of the current organizational environment, knowing that currently there are five generations in the labor market. The added value brought by this research is the proposed case study, which has in its center six different teams, at age level (age diverse teams) but not only, which are part of the administrative part of a company, present in Romania. The aim of the research is to identify the dimensions of diversity at the team level, according to the perception of the team leaders and team members, the emphasis being on age diversity. The desired research objectives to be achieved are: (1) identifying the types of workforce diversity perceived by managers and their team members. (2) identifying how the age diversity of team members is managed by managers. The proposed case study is based on a documentary and a primary research. A series of internal documents of the company are analyzed. The qualitative research carried out at the team level of the leaders of the six administrative teams is complemented by a quantitative research. The survey conducted has as target population the employees of the teams that are led by the interviewed managers. A conclusion of this research is that at the level of the interviewed managers and members of their teams there is a medium to low level of awareness of the aspects involved in the diversity of the workforce. Another conclusion is that the age diversity of the members of the analyzed teams is associated by the managers with the different characteristics of the employees belonging to different age generations. The aspects mentioned to differentiate the members of the teams that are part of different age generations are in terms of skills and behaviors in the workplace. Keywords: workforce diversity, workforce age diversity, team diversity, team age diversity, case study. JEL Classification: O39, M14 "

Home-Life and Work Rhythm Diversity in Distributed Teamwork: A Study with Information Workers during the COVID-19 Pandemic

During the COVID-19 pandemic, millions of previously co-located information workers had to work from home, a trend expected to become much more commonplace in the future. We interviewed 53 information workers from 17 U.S. teams to understand how this unique extended work-from-home setting influenced teamwork and how they adapted to it. Using a grounded theory approach, we discovered that extended remote work highlighted diversity in team members' home-lives and daily work rhythms. Whereas these types of diversity played only marginal roles for teams in the co-located office, they had a more tangible impact in the work-from-home setting, from coordination delays and interruptions to conflicts related to workload fairness, miscommunication, and trust. Importantly, workers reported that their teams adapted to these challenges by setting explicit norms and standards for online communication and asynchronous collaboration and by promoting general social and situational awareness. We discuss computer-supported designs to help teams manage these latent diversities in an extended remote teamwork setting.

Translating Implementation Experiences and Lessons Learned From Polio Eradication Into a Global Health Course: Insights From an International Consortium.

Lessons learned from one global health program can inform responses to challenges faced by other programs. One way to disseminate these lessons is through courses. However, such courses are often delivered by and taught to people based in high-income countries and thus may not present a truly global perspective. The Synthesis and Translation of Research and Innovations from Polio Eradication (STRIPE) is a consortium of 8 institutions in Afghanistan, Bangladesh, the Democratic Republic of the Congo, Ethiopia, India, Indonesia, Nigeria, and the United States that seeks to carry out such a transfer of the lessons learned in polio eradication. This short report describes the collaborative process of developing content and curriculum for an international course, the learnings that emerged, the barriers we faced, and recommendations for future similar efforts. Various parts of our course were developed by teams of researchers from countries across South Asia and sub-Saharan Africa. We held a series of regional in-person team meetings hosted in different countries to improve rapport and provide a chance to work together in person. The course content reflects the diversity of team members' knowledge in a variety of contexts. Challenges to this effort included team coordination (e.g., scheduling across time zones); hierarchies across and between countries; and the coronavirus disease (COVID-19) pandemic. We recommend planning for these hierarchies ahead of time and ensuring significant in-person meeting time to make the most of international collaboration.

Robotic Football: Developing Engineering Leaders Through Competition

Design is a fundamental component in various engineering curricula. Programs across the nation teach this component via design projects in different courses, culminating in a capstone design course in the final year. While these projects may achieve the goal of teaching the use of mathematics and sciences to meet design objectives and constraints, they are limited in terms of the team size, scope of the project, and diversity of team members.

H3ABioNet genomic medicine and microbiome data portals hackathon proceedings.

African genomic medicine and microbiome datasets are usually not well characterized in terms of their origin, making it difficult to find and extract data for specific African ethnic groups or even countries. The Pan-African H3Africa Bioinformatics Network (H3ABioNet) recognized the need for developing data portals for African genomic medicine and African microbiomes to address this and ran a hackathon to initiate their development. The two portals were designed and significant progress was made in their development during the hackathon. All the participants worked in a very synergistic and collaborative atmosphere in order to achieve the hackathon's goals. The participants were divided into content and technical teams and worked over a period of 6 days. In response to one of the survey questions of what the participants liked the most during the hackathon, 55% of the hackathon participants highlighted the familial and friendly atmosphere, the team work and the diversity of team members and their expertise. This paper describes the preparations for the portals hackathon and the interaction between the participants and reflects upon the lessons learned about its impact on successfully developing the two data portals as well as building scientific expertise of younger African researchers. Database URL: The code for developing the two portals was made publicly available in GitHub repositories: [https://github.com/codemeleon/Database; https://github.com/codemeleon/AfricanMicrobiomePortal].

Does diversity in team members’ agreeableness benefit creative teams?

Although deep-level diversity among team members are often discussed as important catalysts of team creativity, little is currently understood about the impact of diversity in team members’ personality on team creativity and team satisfaction. We propose that diversity in team members’ agreeableness would reduce the effectiveness of creative teams through its impact on team conflict experienced. To test our hypotheses, we recruited 93 student teams to participate in a laboratory study where each member had their personality traits assessed before engaging in a team creativity task. We found that diversity in team members’ agreeableness was positively associated with team task conflict experienced which, in turn, was negatively associated with team creativity. Additionally, we found that diversity in team members’ agreeableness was positively associated with team relationship conflict, which, in turn, was negatively associated with team satisfaction. Implications and future directions are discussed.

When birds of a feather don't flock together: Diversity and innovation outcomes in international R&D collaborations

Collaboration is a key to success. Nonetheless, collaboration dynamics are affected by partner compatibility, which, in turn, is strongly affected by team member diversity. Studies on team diversity have shown significant variation in the magnitude, significance, and causal direction of the correlations. We examine how international R&D teams collaborate, investigating the impact of team diversity on innovation. We focus on institutional diversity to analyze how, together with the duration of the collaboration, it affects innovation outcomes. We argue that institutional diversity hampers effective knowledge sharing and negatively affects innovation outcomes. However, this negative effect is mitigated by the duration of the R&D collaboration. The longer the diverse actors collaborate, the more likely they are to overcome the barriers of institutional diversity and find effective modes of collaboration for knowledge transfer and innovation. We test our hypotheses in the context of 3658 clinical trial projects conducted between 2001 and 2015.

Diverse effects of diversity: Disaggregating effects of diversity in global virtual teams

Global Virtual Team (GVT) member diversity provides many advantages but also poses many challenges. Diversity comes in different forms that each has different effects on GVT dynamics and performance. Past research typically explored the effect of only one type of diversity at a time. Using multi-source, multi-wave data from 5728 individuals working in 804 consulting project GVTs, the present study is unique in that it explores and compares the effects of different forms of team member diversity on different aspects of GVT effectiveness in a single sample. It proposes a refined theoretical model that differentiates between the effects of personal versus contextual diversity and articulates how these distinct forms of diversity affect different aspects of GVT effectiveness (i.e., task outcomes versus psychological outcomes). The results reveal that (1) team member diversity in general has a substantial effect on GVT effectiveness; (2) contextual diversity has a positive effect on task outcomes; and (3) personal diversity has a negative effect on psychological outcomes. Implications for practice and future research are discussed.

The impact of team diversity on role clarity : The mediating effects of interaction frequency

According to the social categorization theory, people tend to categorize their group members into in-group or out-group members according to differences in demographic attributes. Generally, people prefer interacting with in-group members to out-group members. Our research focuses on which demographic attributes affect social categorization. We examined the influences of differences in gender, age, and educational background on role clarity in 58 teams in a Korean public enterprise. Moreover, we examined the mediating role of interaction frequency on the relationship between team diversity and role clarity. Our study provides evidence that interaction frequency can and does mediate the relationship between team diversity and role clarity. Gender diversity and educational background diversity have negative impact on interaction among team members, and consequentially lower role clarity within team. This study makes several academic and practical contributions. First, this study shows how team diversity affects role clarity within the team. The diversity of team members will make it difficult for an individual to find a team member who is similar to himself/herself and who feels intimacy, which may lower the quality and frequency of interaction. The lower the quality and frequency of communication among members reduces the opportunity to exchange and share information about each other, making it difficult to clearly identify and share their roles. Our study provides evidence that interaction frequency can and does mediate the relationship between team diversity and role clarity. Second, this study considers gender, educational background and age in the Korean context among the various dimensions of team diversity. Among them gender diversity and educational background diversity except age diversity have negative impact on interaction among team members, and consequentially lower role clarity within team. The team with many heterogeneous members of gender and educational background had less interaction frequency among the members, and the role clarity was also lower. Meanwhile, with regard to diversity in age, the company has implemented several strategies to do away with inefficient seniority rule which was dominant social norms in Korean organizations. There-through, age diversity in this study appears to be positively related with role clarity as well as interaction frequency, and not significant. It is suggested that managing the demographic diversity of team is an important factor in enhancing the team interaction frequency and role clarity. These results show that the negative effects of diversity can be overcome to some extent by corporate level efforts.

Teamwork for innovation in pharmacy practice: from traditional to flexible teams

In response to the increasingly complex demands of contemporary clinical practice, pharmacists and other healthcare professionals organise themselves in classical and flexible teams with the aim of combining their knowledge and skills, thereby creating additional value that would not be possible without teamwork. In addition to the diversity of team members’ skills, sexes, ages and ethnic backgrounds, cognitive diversity is vital for team success, as teams with cognitive diversity outperform those without it. When fully empowered, team members have the information, skills and authority to make decisions and create new opportunities. The selection of leaders for successful teamwork in the pharmacy profession is essential, as the dominant developmental level and mindset of leaders influences interpersonal relationships, communication, collaboration and trust among team members. Pharmacy leaders who can create psychologically safe environments and engage their team members with a shared purpose can use teamwork to improve patient outcomes and employee well-being.

VALUE OF LANGUAGE BACKGROUND ON IDEA GENERATION SESSIONS IN FIRST-YEAR ENGINEERING DESIGN TEAMS

Abstract – An ongoing debate around classroom organization decisions, particularly with regard to team formation, involves the value associated with team-member diversity. Diversity can be defined, for example, in terms of discipline, marks, race, gender, language, age, experience, or goals. For the researchers in this case, this debate around the impact of diversity motivated further analysis of just what, if any, impact linguistic diversity had on teams in first-year engineering design courses. This is of particular concern given the dramatic increase in the percentage of multilingual students that make up current student bodies across Canada. Our analysis indicates that the effect of having non-native speakers of English (NNSE) on a team is not a de facto detriment to idea generation and discussions within the team. Thus, this paper reports on the effects of multilingualism on team dynamics and idea generation. The authors present here a subset of the data from of a much larger study on effective teamwork behaviours, that highlights two multilingual dominant teams from the larger study. The analysis examines how multilingualism and values associated with it contributed to and developed an integrated understanding of both the problem being addressed and potential solutions to that problem.

Toward a framework for mixed-gender selling teams and the impact of increased female presence on team performance: Thought development and propositions

Team selling and the increasing representation of women in the sales force are two current trends contributing to the complexity of managing the sales environment, yet little work exists investigating the impact of women on selling team performance. This paper anchors on cognitive resource diversity theory and integrates relevant prior research to propose a new proposition-driven framework that explains why gender diversity of team members improves team performance. Specifically, we provide evidence to suggest that the addition of females to all-male selling teams should positively impact team performance by reducing the average turnover rate of high performers within the team; by enhancing relational skills, organizational citizenship behaviors, and shared leadership within the team; and by building on the favorable effects associated with team heterogeneity. We also consider the moderating effects that potentially deeply ingrained connections among members of all-male teams may have on changes in team gender composition, as well as the importance of a culture of organizational inclusion on the favorable effects of team heterogeneity overall. Managerial implications of increased female presence on teams are proffered, along with suggested next steps in research and limitations of the present conceptualization.

Does Team Formation Impact Student Performance, Effort and Attitudes in a College Course Employing Collaborative Learning?

The literature on team-based learning emphasizes the importance of team composition and team design, and it is recommended that instructors organize teams to ensure diversity of team members and optimal team performance. But does the method of team formation actually impact student performance? The goal of the present study was to examine whether different team formation methods would affect individual and team performance outcomes and student attitudes in an undergraduate general education course. Across three different sections of the same course, teams were either designed by the instructor, by the students, or randomly by a computer program. We found that teams designed by the course instructor were more diverse, but that students in these teams performed no better than their peers in self-selected or randomly assigned teams. Because student performance was similar regardless of team formation method, these findings suggest that student formed teams can be a reasonable option for instructors to consider when planning a team-based course.

How Diversity Matters in the US Science and Engineering Workforce: A Critical Review Considering Integration in Teams, Fields, and Organizational Contexts

How the race and gender diversity of team members is related to innovative science and technology outcomes is debated in the scholarly literature. Some studies find diversity is linked to creativity and productivity, other studies find that diversity has no effect or even negative effects on team outcomes. Based on a critical review of the literature, this paper explains the seemingly contradictory findings through careful attention to the organizational contexts of team diversity. We distinguish between representational diversity and full integration of minority scientists. Representational diversity, where organizations have workforces that match the pool of degree recipients in relevant fields, is a necessary but not sufficient condition for diversity to yield benefits. Full integration of minority scientists (i.e., including women and people of color) in an interaction context that allows for more level information exchange, unimpeded by the asymmetrical power relationships that are common across many scientific organizations, is when the full potential for diversity to have innovative outcomes is realized. Under conditions of equitable and integrated work environments, diversity leads to creativity, innovation, productivity, and positive reputational (status) effects. Thus, effective policies for diversity in science and engineering must also address integration in the organizational contexts in which diverse teams are embedded.

Skill heterogeneity in startups and its development over time

We study how startup teams are assembled in terms of team member human capital characteristics. To this end, we derive a statistically motivated benchmark for new venture team heterogeneity in terms of observed team member characteristics to generate stylized facts about team member diversity at startup and how it evolves as the new venture matures. We use the population of Danish startups that were established in 1998 and track them until 2001. Main findings are that teams are relatively more homogeneous at startup compared to our benchmark, indicating that difficulties associated with workforce heterogeneity (like affective conflict or coordination cost) as well as “homophily” (people’s inclination to bound with others with similar characteristics) may overweigh the benefits of heterogeneity. While workforce heterogeneity does increase over time, the increase is smaller compared to our benchmark but substantially larger than if team additions and replacements had the same characteristics as the initial team members.

Cognitive Diversity to Team Outcomes

Effects of diversity in team members’ rational and intuitive cognitive styles on team outcomes were investigated in a moderated-mediation model, exploring conflict management as a moderator and cohesion as a mediator. The negative effects of diversity on cohesion were moderated by conflict management, such that diversity harmed cohesion when conflict management was low but had no effect when conflict management was high. Cohesion mediated the relationship between the interaction of cognitive diversity and conflict management on team viability but not task performance. Implications for practice include promoting cognitive diversity and conflict management training in diverse teams. Suggestions for future research include expanding the sample and utilizing causal research designs.