Team Faultlines Research Articles

Team Faultline Measures: An Individual-Level Extension and A Note on Attribute Weighting

Research on team faultlines - hypothetical dividing lines splitting a team into homogeneous subgroups based on several demographic attributes such as ethnicity, age, and gender - is burgeoning. In this paper, we extend the faultline construct to the individual level and propose a corresponding measure, AISW. AISW maximizes subgroup homogeneity for each team member and delivers one value per team member denoting how similar this person is to his or her subgroup. We further criticize the somewhat arbitrary practice of faultline research to weigh attributes (e.g., to equate an age difference of ten years to a difference in gender) in the calculation of faultline measures. With a sample of within-team communication of undergraduate student teams, we show that AISW faultlines based on gender, age, and ethnicity, provide better predictive validities than a measure that is based on the common team-level conceptualization of faultlines. We also show that different weightings of the three diversity attributes have a significant impact on predictive validities, and that an empirical determination of attribute weights has better predictive validities than the attribute weightings that are commonly employed in faultline research. Theoretical and practical implications are also discussed.

On the same side of the faultline: Inclusion in the supervisor's subgroup and employee performance

We propose that team faultlines – hypothetical dividing lines that split a team into homogeneous subgroups – can have different effects on different group members’ performance. Taking an individual-level and temporal perspective on subgroup processes within teams, we propose that a team’s split into homogeneous subgroups can be beneficial for team members if they end up in the same subgroup as their leader, and that it can be detrimental if they do not. We further propose that this individual-level measure of inclusion or exclusion in the leader’s in-group has a pronounced temporal impact if adverse market shocks (e.g., stock market crashes) that require deep information elaboration serve as faultline triggers. We tested these assumptions with a sample of 3263 financial consultants, nested in 325 teams, whose financial performance was obtained over four years during which two adverse events struck the organization. Results supported the hypotheses: Consultants’ performance decreased to lesser extents in shock years the more the team was split into homogeneous subgroups if they were a member of their team leader’s subgroup. Theoretic and practical implications are discussed.

Contextualizing Faultlines: Exploring the Role of Environmental Contexts in Team Faultline Dynamics

The purpose of this symposium is twofold: (1) to present a group of studies that investigate the importance of context in the study of faultlines; and (2) to create an environment that facilitates an open discussion about research on the integration of faultlines and context. Our studies examine the relationship between faultlines and context from three different perspectives: (1) the setting context may drive the variables that create a faultline; (2) the context acts as a moderator either strengthening or weakening the effects of a faultline; and (3) the context drives the types of moderators that should be studied. Li and Wan examine the role of context as a moderator of the relationship between faultlines in top management teams and firm performance in Chinese organizations. Bezrukova et al look at faultlines and major league baseball team performance and the extent to which psychological well-being and changing membership act as moderators. The geographical context of faultlines and possible instigators, stabilizers, and strengtheners are explored by Polzer and Kwan. Thatcher and Patel examine the role of temporal faultlines in teams that operate under high levels of time pressure. Lastly, Li et al examine board of director’s faultlines in family businesses and the regional and industry conditions in which they operate. The presentation session will end with one of the leading figures in the field of faultlines, Keith Murnighan, discussing the value of understanding the role of context in the study of faultlines and encouraging audience engagement in this important topic.Top Management Team Demographic Faultlines and Firm PerformancePresenter: Jiatao Li; Hong Kong U. of Science and TechnologyPresenter: Guoguang Wan; Hong Kong U. of Science and TechnologyFaultlines and Ultimate Performance in the Dynamic Environment of Baseball TeamsPresenter: Yekaterina Bezrukova; Santa Clara U.Presenter: David F Caldwell; Santa Clara U.Presenter: Jerry Burger; Santa Clara U.Presenter: Chester S. Spell; Rutgers U.The Geographical Context of Faultline ResearchPresenter: Jeffrey T. Polzer; Harvard U.Presenter: Lisa Kwan; Harvard U.Alignment and Refinement: The Temporal Context of FaultlinesPresenter: Sherry M Thatcher; U. of LouisvillePresenter: Pankaj C Patel; Ball State U.Faultlines in Board of Directors in Family BusinessesPresenter: Weiwen Li; Sun Yat-sen U.Presenter: Dora C. Lau; Chinese U. of Hong KongPresenter: Yongcong Huang; South China U. of Technology

The Rise and Fall of Subgroups and Conflict in Teams: Faultline Activation and Deactivation

We review and reconceptualize faultline activation, defined as the process by which members of a team come to perceive subgroups, and add the notion of faultline deactivation, the process of minimizing the salience of perceived subgroups in teams. We develop a typology for faultline activators and deactivators and relate this to subgroup formation, and conflict in teams. This theory is used to explore the effect of team faultlines on team conflict and the implications for research on faultlines and subgroup formation and the effects on conflict in teams.

Bridging team faultlines by combining task role assignment and goal structure strategies.

This study tests whether the detrimental effects of strong diversity faultlines on team performance can be counteracted by combining 2 managerial strategies: task role crosscutting and superordinate goals. We conducted a 2 (crosscut vs. aligned roles) × 2 (superordinate vs. subgroup goals) experimental study. Seventy-two 4-person teams with faultlines stemming from gender and educational major performed a complex decision-making task. The results show that teams with crosscut roles perform better when they are assigned a superordinate goal than a subgroup goal, whereas teams with aligned roles are not affected by goal manipulations. This effect is mediated by elaboration of task-relevant information. Implications for theory and management of team faultlines are discussed.

Bridging faultlines in diverse teams

In studying teams at large companies in Europe and the United States, the authors found that diversity and complexity are becoming the rule. Diverse teams bring to bear a range of experiences and attitudes to tackle companies? hardest challenges. Paradoxically, however, the very nature of team diversity often creates conditions that reduce teams? innovative capacity. The authors observed many failures in collaboration and knowledge-sharing that resulted from faultlines ? subgroups or coalitions that emerge naturally within teams, typically along demographic lines such as age, gender and functional background. Yet the authors found that some teams were able to collaborate and share knowledge despite the presence of faultlines. A defining factor was the behavior of the team leader and, in particular, the extent to which the leader was task-oriented or relationship-oriented. Where it is likely strong faultlines will emerge, many leaders tend to encourage team members to come together. However, simple socializing can make people?s differences more apparent and cause faultlines to solidify. The authors recommend that leaders vary their leadership style according to how long a team has been together. The article outlines four steps for successful functioning of diverse teams. First, leaders should diagnose the likely extent of faultlines in a new team. (The article contains a survey for gauging this probability.) Next, leaders should focus on task orientation when a team is newly formed. They then should consider when a switch in leadership style would be most appropriate. Finally, leaders should build a relationship-oriented style. Switching from task orientation to relationship orientation will be successful only when a team has developed a clear protocol for communication and coordination and an established operational structure.

When and how do differences matter? An exploration of perceived similarity in teams

In this paper, we directly assess perceived similarity—the degree to which members view themselves as having few differences—because we want to understand when teams notice diversity on various member characteristics and how they interpret it. Our results indicate social category diversity was related to initial estimates of both perceived social category similarity (SCS) and perceived work style similarity (WSS). And, whereas perceived SCS did not change over time, perceived WSS decreased significantly over the period of our study. We suggest this change in perceived WSS can be explained by an information-processing/decision-making framework. We found informational diversity was positively related to conflict in teams, and in turn conflict was negatively related to subsequent estimates of perceived WSS. However, informational diversity was positively related to information sharing in teams, which in turn was positively related to subsequent estimates of perceived WSS. Finally, these updated estimates of perceived WSS affected subgroup formation and team process effectiveness. We discuss how our research explores the subjective experience of diversity by team members, provides a dynamic view of the relationship between diversity and team outcomes, and informs emerging theory about the activation of faultlines in teams.

THE COMPLEMENTARY EFFECTS OF RELATIONAL DISSIMILARITY AND GROUP FAULTLINES: A MULTI-LEVEL ANALYSIS OF DIVERSITY.

This article examines the complementary effects of relational dissimilarity and group faultlines through a multi-level analysis of diversity. Results indicate that ethnic dissimilarity and team faultlines were generally negatively associated with any intentions to work with team or group members on future endeavors. Further article topics include diversity of the individual and team level, and the integration of relational dissimilarity and team diversity research and literature for contextual purposes.