Diversity faultlines, shared objectives, and top management team performance

Daan van Knippenberg, Michael A. West, Jeremy F. Dawson, Astrid C. Homan

Research output: Contribution to journalArticle

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.
Original languageEnglish
Pages (from-to)307-336
Number of pages30
JournalHuman Relations
Volume64
Issue number3
DOIs
Publication statusPublished - Mar 2011

Fingerprint

management
performance
Team performance
Top management teams
Faultlines
Team Performance
gender
Tenure
Organizational Performance

Keywords

  • diversity
  • faultlines
  • functional background diversity
  • gender diversity
  • social categorization
  • social identity
  • teamstenure diversity
  • top management teams

Cite this

van Knippenberg, D., West, M. A., Dawson, J. F., & Homan, A. C. (2011). Diversity faultlines, shared objectives, and top management team performance. Human Relations, 64(3), 307-336. https://doi.org/10.1177/0018726710378384
van Knippenberg, Daan ; West, Michael A. ; Dawson, Jeremy F. ; Homan, Astrid C. / Diversity faultlines, shared objectives, and top management team performance. In: Human Relations. 2011 ; Vol. 64, No. 3. pp. 307-336.
@article{9a3b224545494e1389dc6198941a5fb0,
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.",
keywords = "diversity, faultlines, functional background diversity, gender diversity, social categorization, social identity, teamstenure diversity, top management teams",
author = "{van Knippenberg}, Daan and West, {Michael A.} and Dawson, {Jeremy F.} and Homan, {Astrid C.}",
year = "2011",
month = "3",
doi = "10.1177/0018726710378384",
language = "English",
volume = "64",
pages = "307--336",
journal = "Human Relations",
issn = "0018-7267",
publisher = "SAGE",
number = "3",

}

van Knippenberg, D, West, MA, Dawson, JF & Homan, AC 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

Diversity faultlines, shared objectives, and top management team performance. / van Knippenberg, Daan; West, Michael A.; Dawson, Jeremy F.; Homan, Astrid C.

In: Human Relations, Vol. 64, No. 3, 03.2011, p. 307-336.

Research output: Contribution to journalArticle

TY - JOUR

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

AU - van Knippenberg, Daan

AU - West, Michael A.

AU - Dawson, Jeremy F.

AU - Homan, Astrid C.

PY - 2011/3

Y1 - 2011/3

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.

KW - diversity

KW - faultlines

KW - functional background diversity

KW - gender diversity

KW - social categorization

KW - social identity

KW - teamstenure diversity

KW - top management teams

UR - http://www.scopus.com/inward/record.url?scp=79952255063&partnerID=8YFLogxK

U2 - 10.1177/0018726710378384

DO - 10.1177/0018726710378384

M3 - Article

VL - 64

SP - 307

EP - 336

JO - Human Relations

JF - Human Relations

SN - 0018-7267

IS - 3

ER -