This study examined the effects of sex and sex dissimilarity on the task and social experiences of members of ongoing teams of management students. We hypothesized that women would have lower levels of social exchange, and ultimately, lower levels of attachment to their groups than would men, and that there would be no sex differences in task exchanges or task contributions. Sex dissimilarity between individuals and their teams was expected to impair individuals' experiences. As predicted, women had lower social exchanges than men. There were no sex differences in attachment. Surprisingly, women had higher task exchanges and made greater task contributions. Sex dissimilarity had no effect on the experiences of men or women. Overall, women seemed to do more work or better work, but receive less social support, than did men.
K E Y WO R D S groups sex composition sex differences teamsMany organizations now use work teams as tools for achieving their strategic objectives. Multinational companies increasingly rely on teams to achieve global efficiencies, respond to regional markets, and enhance knowledge transfer (Snow et al., 1996). In the US, recent estimates suggest that almost every major company uses teams and that about half of the workforce will soon be working in teams (Stewart et al., 1999). The ubiquity of work teams is mirrored in schools of management as educators use team projects to prepare students for careers in team-based organizational settings.