Group splits and culture shifts: a new map of the creativity terrain

Bezrukova, Katerina; Uparna, Jayaram

doi:10.1108/s1534-0856(2009)0000012010

Cited by 14 publications

(16 citation statements)

References 166 publications

(196 reference statements)

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“…Despite recent theorising that faultlines, and specially task-related faultlines might enhance creativity (e.g., Nishii and Goncalo, 2008;Bezrukova and Uparna, 2009), our moderation results suggest that excessive diversity could lead to less than desirable outcomes in R&D teams. R&D team members' education is tightly linked to their gender and skills, Diversity is strategy R&D Management 47, 2, 2017 leading to the formation of subgroups created by aligned characteristics (Gibson and Vermeulen, 2003).…”

Section: Discussioncontrasting

confidence: 98%

Diversity is strategy: the effect of R&D team diversity on innovative performance

2016

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Diversity in the workplace has attracted significant interest in organisations that want to attract and retain talented employees. Breakthrough innovation requires a wider knowledge base, and organisations increasingly rely on multidisciplinary R&D teams to identify scientific developments that bridge gaps and reduce time to market. However, research on the performance implications of R&D team diversity remains limited and the empirical evidence inconsistent. This paper investigates the impact of surface and deep‐level diversity on R&D teams’ innovative performance and how diversity dimensions interact to drive innovation. We find supportive evidence that R&D team characteristics influence innovation outcomes, confirming our hypothesising that diversity is a valuable strategy for an organisation to pursue as it provides greater cognitive ability. Each diversity facet however has its own distinct effects depending on the novelty of innovation and industry. Yet, diversity is not solely positive and excessive heterogeneity could be detrimental to R&D team performance. Our findings suggest that high diversity in gender or skills in cognitively diverse teams might be negative attributes to take into consideration. Senior managers and organisations should therefore consider the appropriate mix of capabilities to benefit from creativity in diverse R&D teams and avoid possible conflict and distrust associated with diversity.

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Section: Discussioncontrasting

confidence: 98%

Diversity is strategy: the effect of R&D team diversity on innovative performance

2016

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“…Team faultlines are stronger when both within-subgroup homogeneity and between-subgroup heterogeneity are higher (Lau & Murnighan, 1998). Informational faultlines have a higher possibility of being activated in complex tasks than social category faultlines based on non-task-related attributes (Bezrukova & Uparna, 2009; Ellis et al, 2013). However, informational faultlines have not received anywhere near as much attention as social category faultlines in creativity research.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Informational Faultlines, Integrative Capability, and Team Creativity

Liu

2017

Group & Organization Management

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How informational faultlines influence team creativity is an important yet unresolved theoretical question. Based on the team faultlines theory and the input-mediator-output (IMO) team effectiveness framework, this article examines the role of team prosocial motivation-the shared belief of team members to benefit others through concerted efforts-as a moderator in the relationships among informational faultlines, external knowledge acquisition, internal knowledge integration and team creativity. Using a sample of 66 research and development (R&D) teams from China, we obtained the following results: (a) Team prosocial motivation positively moderated the relationship between informational faultlines and external knowledge acquisition, and the relationship between informational faultlines and internal knowledge integration. (b) External knowledge acquisition and internal knowledge integration, which constitute team integrative capability, were positively related to team creativity. The direct effect of external knowledge acquisition on team creativity can be mediated by internal knowledge integration. (c) External knowledge acquisition and internal knowledge integration both mediated the interactive effect of informational faultlines and team prosocial motivation on team creativity.

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“…Finally, they describe novel ways to extend the original concept of faultlines, by integrating new literatures such as subgroup literature (Carton & Cummings, 2012), leadership literature, cross-cultural comparisons, and strategic management. Moreover, they point to a few new topics, such as the potential positive effects of faultlines (Bezrukova & Uparna, 2009) and asymmetric perceptions across subgroups (cf. Jehn, Rispens, & Thatcher, 2010; O’Leary & Mortensen, 2010).…”

Section: A Brief (Meta-)review Of Empirical Findings On Faultlinesmentioning

confidence: 99%

Faultlines and Subgroups

Meyer

Glenz

Antino

et al. 2014

Small Group Research

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Research on faultlines—hypothetical dividing lines splitting a team into homogeneous subgroups based on team members’ attributes—has produced several meta-analyses, reviews, and algorithms for faultline and subgroup detection. To help navigate this complexity, we summarize the current theories underlying faultline and subgroup research. We also compare the two most recent algorithms for computational faultline/subgroup detection, offer a guideline for choosing adequate algorithms, and recommend measure combinations for future research. We further review empirical faultlines and subgroup research and show that different contextual factors exhibit a strong influence on the effects of faultlines and subgroups. We discuss the need for further theorization on faultlines that does not rely on attribute salience, which considers the number of aligning attributes and the consequences of faultlines at the subgroup level. We conclude considering new potential applications of the faultline construct.

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Group splits and culture shifts: a new map of the creativity terrain

Cited by 14 publications

References 166 publications

Diversity is strategy: the effect of R&D team diversity on innovative performance

Diversity is strategy: the effect of R&D team diversity on innovative performance

Informational Faultlines, Integrative Capability, and Team Creativity

Faultlines and Subgroups

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