Team Diversity and Categorization Salience

It is increasingly recognized that team diversity with respect to various social categories (e.g., gender, race) does not automatically result in the cognitive activation of these categories (i.e., categorization salience), and that factors influencing this relationship are important for the effects of diversity. Thus, it is a methodological problem that no measurement technique is available to measure categorization salience in a way that efficiently applies to multiple dimensions of diversity in multiple combinations. Based on insights from artificial intelligence research, we propose a technique to capture the salience of different social categorizations in teams that does not prime the salience of these categories. We illustrate the importance of such measurement by showing how it may be used to distinguish among diversity-blind responses (low categorization salience), multicultural responses (positive responses to categorization salience), and intergroup-biased responses (negative responses to categorization salience) in a study of gender and race diversity and the gender by race faultline in 38 manufacturing teams comprising 239 members.

[1]  Susan Albers Mohrman,et al.  Age effects on the predictors of technical workers' commitment and willingness to turnover , 2002 .

[2]  T. Ho,et al.  Finding rules in data , 2007 .

[3]  M. Hogg,et al.  Rediscovering the social group: A self-categorization theory. , 1989 .

[4]  Jennifer M Talarico,et al.  A review of 40 years of research , 2018 .

[5]  David P Mackinnon,et al.  Confidence Limits for the Indirect Effect: Distribution of the Product and Resampling Methods , 2004, Multivariate behavioral research.

[6]  László Tóth,et al.  Development of a Hungarian Medical Dictation System , 2007, Informatica.

[7]  Kimberly S. Jaussi,et al.  Functional Background Identity, Diversity, and Individual Performance in Cross-Functional Teams , 2003 .

[8]  D. Levinson.  A conception of adult development. , 1986 .

[9]  Jeong-Yeon Lee,et al.  Cognitive Team Diversity and Individual Team Member Creativity: A Cross-Level Interaction , 2012 .

[10]  J. K. Murnighan,et al.  Demographic Diversity and Faultlines: The Compositional DYnamics of Organizational Groups , 1998 .

[11]  A. V. D. Ven,et al.  Determinants of Coordination Modes within Organizations , 1976 .

[12]  A. V. D. Ven,et al.  Measuring And Assessing Organizations , 1980 .

[13]  Jing Zhou,et al.  When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator. , 2007, The Journal of applied psychology.

[14]  Masud Mansuripur,et al.  Introduction to information theory , 1986 .

[15]  David A. Hofmann.  An Overview of the Logic and Rationale of Hierarchical Linear Models , 1997 .

[16]  Francis J. Yammarino,et al.  Dyads in Organizational Research: Conceptual Issues and Multilevel Analyses , 2011 .

[17]  H. Bruch,et al.  Age-Based Faultlines and Perceived Productive Energy: The Moderation of Transformational Leadership , 2010 .

[18]  D. Harrison,et al.  Time, Teams, and Task Performance: Changing Effects of Surface- and Deep-Level Diversity on Group Functioning , 2002 .

[19]  H. Tajfel,et al.  Social categorization and similarity in intergroup behaviour , 1973 .

[20]  P. Costa,et al.  Revised NEO Personality Inventory (NEO-PI-R) and NEO-Five-Factor Inventory (NEO-FFI) , 1992 .

[21]  J. B. Shaw.  The Development and Analysis of a Measure of Group Faultlines , 2004 .

[22]  J. Ross Quinlan,et al.  Induction of Decision Trees , 1986, Machine Learning.

[23]  D. Hambrick,et al.  Top-management-team tenure and organizational outcomes: The moderating role of managerial discretion. , 1990 .

[24]  Philip A. Schrodt.  Prediction of Interstate Conflict Outcomes Using a Neural Network , 1991 .

[25]  A. Homan,et al.  Diversity mindsets and the performance of diverse teams , 2013 .

[26]  V. Plaut,et al.  Is Multiculturalism or Color Blindness Better for Minorities? , 2009, Psychological science.

[27]  David A. Thomas,et al.  Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes , 2001 .

[28]  D. Knippenberg,et al.  Group information elaboration and group decision making: The role of shared task representations , 2008 .

[29]  Charles Stangor,et al.  Categorization of individuals on the basis of multiple social features. , 1992 .

[30]  Douglas L. Miller,et al.  Robust Inference with Multi-Way Clustering , 2006 .

[31]  S. Sitkin,et al.  A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? , 2013 .

[32]  C. D. De Dreu,et al.  Work group diversity and group performance: an integrative model and research agenda. , 2004, The Journal of applied psychology.

[33]  G. David Garson,et al.  A Comparison of Neural Network and Expert Systems Algorithms with Common Multivariate Procedures for Analysis of Social Science Data , 1991 .

[34]  Christina Gloeckner.  Microcomputer Methods For Social Scientists , 2016 .

[35]  Shelley E. Taylor,et al.  Schematic Bases of Belief Change , 1984 .

[36]  Ron Kohavi,et al.  Error-Based and Entropy-Based Discretization of Continuous Features , 1996, KDD.

[37]  P. Shrout,et al.  Mediation in experimental and nonexperimental studies: new procedures and recommendations. , 2002, Psychological methods.

[38]  David Maxwell Chickering,et al.  Efficient determination of dynamic split points in a decision tree , 2001, Proceedings 2001 IEEE International Conference on Data Mining.

[39]  Giles Hirst,et al.  Effects of membership change on open discussion and team performance: The moderating role of team tenure , 2009 .

[40]  Herbert A. Simon,et al.  A chess mating combinations program , 1966, AFIPS '66 (Spring).

[41]  S. K. Horwitz,et al.  The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography , 2007 .

[42]  S. Kozlowski,et al.  Work Groups and Teams in Organizations , 2003 .

[43]  A. Hayes.  PROCESS : A Versatile Computational Tool for Observed Variable Mediation , Moderation , and Conditional Process Modeling 1 , 2012 .

[44]  J. Dawson,et al.  It's what you do and the way that you do it: Team task, team size, and innovation-related group processes , 2001 .

[45]  S. Stewman.  Organizational demography. , 1988, Annual review of sociology.

[46]  Kenneth S. Law,et al.  Toward A Taxonomy of Multidimensional Constructs , 1998 .

[47]  J. Ross Quinlan,et al.  Learning Efficient Classification Procedures and Their Application to Chess End Games , 1983 .

[48]  D. Knippenberg,et al.  Defying conventional wisdom: A meta-analytical examination of the differences between demographic and job-related diversity relationships with performance , 2012 .

[49]  C. Earley,et al.  Creating hybrid team cultures: An empirical test of transnational team functioning. , 2000 .

[50]  James M. LeBreton,et al.  Answers to 20 Questions About Interrater Reliability and Interrater Agreement , 2008 .

[51]  S. Kozlowski,et al.  Goal orientation and ability: interactive effects on self-efficacy, performance, and knowledge. , 2002, The Journal of applied psychology.

[52]  S. Jackson,et al.  Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications , 2003 .

[53]  D. Hofmann.  An Overview of the Logic and Rationale of Hierarchical Linear Models , 1997 .

[54]  D. van Knippenberg,et al.  Work group diversity. , 2007, Annual review of psychology.

[55]  D. Harrison,et al.  What's the difference? Diversity constructs as separation, variety, or disparity in organizations. , 2007 .

[56]  Deanne N Den Hartog,et al.  Tainted visions: the effect of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams. , 2012, The Journal of applied psychology.

[57]  C. Frith.  Social cognition , 2008, Philosophical Transactions of the Royal Society B: Biological Sciences.

[58]  S. Aryee,et al.  A Cross-Cultural Test of a Model of the Work-Family Interface , 1999 .

[59]  K. Weick.  The social psychology of organizing , 1969 .

[60]  Amy E. Randel.  Identity salience: a moderator of the relationship between group gender composition and work group conflict , 2002 .

[61]  F. Al-Shamali,et al.  Author Biographies. , 2015, Journal of social work in disability & rehabilitation.

[62]  Aleksander P. J. Ellis,et al.  Unlocking the effects of gender faultlines on team creativity: is activation the key? , 2008, The Journal of applied psychology.

[63]  Karen A. Jehn,et al.  Cracks in Diversity Research: The Effects of Diversity Faultlines on Conflict and Performance , 2003 .

[64]  Diether Gebert,et al.  Managing diversity and enhancing team outcomes: the promise of transformational leadership. , 2009, The Journal of applied psychology.

[65]  D. Annis.  Dyadic Data Analysis , 2007 .

[66]  Aparna Joshi,et al.  The Role Of Context In Work Team Diversity Research: A Meta-Analytic Review , 2009 .

[67]  Daan van Knippenberg,et al.  Cultural Diversity and Team Performance: The Role of Team Member Goal Orientation , 2013 .

[68]  J. Dawson,et al.  Diversity faultlines, shared objectives, and top management team performance , 2011 .

[69]  S. Voelpel,et al.  WHEN AND HOW DIVERSITY BENEFITS TEAMS: THE IMPORTANCE OF TEAM MEMBERS' NEED FOR COGNITION , 2009 .