By Katherine W. Phillips
Range effects from the constellation of person features, features, identities, reports, and data that folks convey to a gaggle. whilst participants come jointly in teams, the similarities and changes between them could have a profound impression on how they suppose, converse, determine unity, take care of clash, negotiate prestige alterations, proportion and combine info, boost principles, make judgements, strategy details, and remedy difficulties. the results of variety are vast and complicated. even though there's a lengthy background of study on variety, researchers are delving deeper into the moderators, contextual elements, mental tactics, and sociological constraints that influence how participants and teams deal with the complexities of range in organizations.This quantity can assist advertise study on variety in teams through opting for and integrating quite a few parts of analysis relating to range throughout a number of disciplinary traditions. simply because researchers in such a lot of diversified components were learning the influence of range, and since it performs such an immense position in staff procedure and function, this quantity contains chapters and may be correct for students who sit down or have been informed in lots of various educational departments together with administration, communications, psychology, exertions and business family members and sociology.
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Additional resources for Diversity and Groups (Research on Managing Groups and Teams Volume 11)
At the organizational level, the organization’s history with regard to gender versus race diversity may follow different trajectories, thereby explaining varied outcomes for gender and race. At the team level, the nature of the teams’ tasks and speciﬁc leadership behaviors could also explain why in some instances team diversity can have positive, negative, or even null effects. Although, in the past, some researchers have recognized that context can play an important role in explaining the mixed ﬁndings of past research, to date a comprehensive framework for specifying these contextual inﬂuences has been lacking.
Bartel, C. , & Kurtzberg, T. R. (2003). Diversity and creativity in work groups: A dynamic perspective on the affective and cognitive processes that link diversity and performance. In: P. Paulus & B. Nijstad (Eds), Group creativity: Innovation through collaboration. New York: Oxford University Press. 24 LISA H. NISHII AND JACK A. GONCALO Milliken, F. , & Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review, 21(2), 402–433.
Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review, 21(2), 402–433. Molleman, E. (2005). Diversity in demographic characteristics, abilities and personality traits: Do faultlines affect team functioning? Group Decision and Negotiation, 14, 173–193. , & Zavalloni, M. (1969). The group as a polarizer of attitudes. Journal of Personality and Social Psychology, 12, 125–135. Myers, D. , & Lamm, H. (1976). Group polarization phenomenon.
Diversity and Groups (Research on Managing Groups and Teams Volume 11) by Katherine W. Phillips