The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes

Jehn, Karen A.; Bezrukova, Katerina

doi:10.1016/j.obhdp.2009.11.008

Cited by 238 publications

(356 citation statements)

References 134 publications

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“…Previous literature has already identified possible faultlines (see table 1). Within a team there might be several different faultlines, but not all of them are activated and lead to the formation of a subgroup [26].…”

Section: Faultlines and Subgroupsmentioning

confidence: 99%

Subgroups in Agile and Traditional IT Project Teams

Pflügler¹,

Wiesche²,

Krcmar³

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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Section: Faultlines and Subgroupsmentioning

confidence: 99%

Subgroups in Agile and Traditional IT Project Teams

Pflügler¹,

Wiesche²,

Krcmar³

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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“…They found the negative effects of faultlines on performance and social integration. Jehn & Bezrukova (2010) 15) showed that groups with activated faultlines (members actually perceive subgroups based on the demographic characteristics) are more likely to form coalitions, have high levels of group conflict, and lower levels of satisfaction and group performance than dormant faultline groups. However, few previous studies have mentioned individual outcomes such as stress and work-life conflict.…”

Section: Fautlines Theorymentioning

confidence: 99%

Study on Determinants of Faultlines and Occupational Stress: Empirical Results of a Pilot Study

Iwaasa

Shoji

Mizuno

2016

Juntendo Medical Journal

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Objective: Managing people from different backgrounds has brought great benefits to companies, sport teams, and surgical teams. However, previous research has shown that diversity may have negative effects on performance because of diversity "faultlines", hypothetical dividing lines that may split a group into subgroups. We conducted an empirical study on faultlines for the first time in Japan to investigate the present status of faultlines and to assess the degree to which workers perceive that (certain) attributes (e.g. age, personality, attitude) may have an impact on the emergence of faultlines in Japanese work organizations.Participants: Participants included 132 workers (122 males and 10 females; ages 20-59 years, M = 48.1 years SD =± 16.2). Methods:The questionnaire consisted of three sections, the first of which was a face sheet. The second was a newly developed set of items designed to assess the degree to which participants perceived that (certain) attributes might have an impact on the emergence of faultlines. The third explored participantʼs perception of faultlines at their present workplace. Results:We found that task-related attributes such as specialty and ability/knowledge were great factors affecting faultlines, and that every participant perceived faultlines based on such attributes as specialty, personality, and attitude. Conclusion:These findings provided the first step towards bridging faultlines in diverse teams. However, they also suggested faultlines are more detrimental than previously thought to individuals as well as organizations.Further research is now being conducted with the cooperation of more than 1,000 participants to examine the relationship between faultlines and individual outcomes, such as occupational stress and work-life conflict.

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“…Prior findings on conflict and team outcomes are mixed: some research has shown that task conflict and relationship conflict are detrimental to team outcomes (Amason, 1996;Brief & Weiss, 2002;Jehn, 1995Jehn, , 1997, whereas other studies have shown that task conflict can be beneficial to team outcomes (Amason, 1996;Jehn, 1995;Behfar, Mannix, Peterson, & Trochim, 2011), and there are boundary conditions to the negative relation between relationship conflict and team outcomes (Rispens, Greer, Jehn, & Thatcher, 2011 According to social identity theory (Tajfel & Turner, 1986) and self-categorization theory (Hogg & Terry, 2000;Turner, 1984), when there is a superordinate team identity, team members are cohesive and striving to achieve a common goal. Often times, identification with the team can act as "social glue" to keep team members working toward a common goal (Jehn & Bezrukova, 2010;Van Vugt & Hart, 2004 , 2010a). Dialectical reasoning is a system of thought characterized by acceptance of contradictions and inconsistencies in one's environment (Peng & Nisbett, 1999;SpencerRodgers et al, 2010b).…”

Section: Conflict Culture and Team Identitymentioning

confidence: 99%

“…As noted in a recent meta-analysis by de Wit, Greer, and Jehn (2012), relationship and task conflicts are more negatively related to proximal team outcomes (e.g., team identity) than distal team outcomes (e.g., performance), therefore, in the current paper, I focus on a more proximal team outcome, team identity. Team identity can be defined as part of an individual's self-concept, "which derives from his or her knowledge of his or her membership in a team, together with the value and emotional significance attached to that membership" (Jehn & Bezrukova, 2010, p.28, adapted from Tajfel, 1982. When team members have a stronger team identity, their goals and values are aligned, thus, they work toward a superordinate goal and achieve greater team performance (Jehn & Bezrukova, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Team identity can be defined as part of an individual's self-concept, "which derives from his or her knowledge of his or her membership in a team, together with the value and emotional significance attached to that membership" (Jehn & Bezrukova, 2010, p.28, adapted from Tajfel, 1982. When team members have a stronger team identity, their goals and values are aligned, thus, they work toward a superordinate goal and achieve greater team performance (Jehn & Bezrukova, 2010). While conflict in general may negatively impact team identity (De Dreu & Weingart, 2003;Jehn, 1995;Jehn, Greer, Levine, & Szulanski, 2008), I argue that these effects will be attenuated in culturally homogeneous East Asian teams.…”

Section: Introductionmentioning

confidence: 99%

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When Should We Disagree? The Effect of Conflict on Team Identity in North American and East Asian Teams

Liang

2012

SSRN Journal

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Prior literature on conflict in teams has generally established that team heterogeneity (vs. homogeneity) influences the extent to which conflict occurs in teams. However, to date literature has not examined different types of culturally homogeneous teams' experience of team conflict and its effect on team identity. In two field studies, I look at the effect of team cultural composition and conflict on team identity (Study 1) and the effect of team cultural composition on the tendency to engage in conflict over time (Study 2). Consistent with the literature on culture and dialectical reasoning that suggests East Asians are better able to tolerate contradictions and mixed emotions which usually accompany conflict situations, my results revealed that conflict did not affect East Asian teams' identity, but it negatively impacted North American teams' identity. Further, my results revealed that North American teams reported higher levels of conflict during the initial team interaction, but East Asian teams reported higher levels of conflict during later team interactions. I discuss contributions to theory on team conflict and identity and implications for managing culturally homogeneous North American and East Asian teams.

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The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes

Cited by 238 publications

References 134 publications

Subgroups in Agile and Traditional IT Project Teams

Subgroups in Agile and Traditional IT Project Teams

Study on Determinants of Faultlines and Occupational Stress: Empirical Results of a Pilot Study

When Should We Disagree? The Effect of Conflict on Team Identity in North American and East Asian Teams

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