The Resilient Organisation: A Meta‐Analysis of the Effect of Communication on Team Diversity and Team Performance

Abstract

The Input-Process-Output framework is adopted to examine the impact of diversity attributes (the input) on communication (the process) and their influence on performance (the output), to understand the internal group/ team working mechanisms of organisational resilience. A meta-analysis of 174 correlations from 35 empirical studies undertaken over 35 years showed that members of a team who have different experiences are more likely to share information and communicate openly when they deal with a task that requires collaboration outside the team. This supports the view that organisations are more resilient by being more closely connected with the external environment. Differences in social categories tend to favour openness of communication, especially in the case of age diversity and race/ethnicity diversity. An increase in openness of communication is likely to enhance team performance, particularly for small and medium-sized teams operating in manufacturing industries, while frequency of communication can be beneficial for both large and medium-sized teams working in the high technology industry. The positive workings of these associations form the resilient organisation.

How does hotel employees’ satisfaction with the organization’s COVID-19 responses affect job insecurity and job performance?

“…Furthermore, if there are any assistance plans to secure jobs from public authorities, they must be presented to employees to provide them with the best solution during the pandemic. Indeed, earlier studies (e.g., Bui et al, 2019) highlighted that communication's openness and frequency can increase employee performance. Culturally, given Vietnam's collectivist sense and long-term orientation, an encouraging and reassuring dialogue regarding potential actions to protect collective interests would be a useful tool to motivate employees and reduce their PJI.…”

Resilience in Virtual Teams: Developing the Capacity to Bounce Back

“…One other area that might be of interest to future studies is the role of diversity, for example “gender diversity”, as well as other diversity attributes and their influence on virtual team resilience (cf. Bui, Chau, Degl'Innocenti, Leone, & Vicentini, ). This observation is an open invitation for other researchers to engage in future studies.…”

Strategies for Resiliency of Medical Staff During COVID-19

“…Up-to-date information and effective modes of communication (two critical ingredients of resilient leadership) are invaluable tools in crisis management, as they allow for cohesion and collaboration and ensure commitment to and alignment of overall organizational strategies and goals. 6 The COVID-19 pandemic has added to the complexity of information and communication in the health care environment. In such situations, lack of access to accurate information and ineffective communication lead to escalation of stress and burnout of health care workers as well as to overall organizational chaos.…”