The Effects of diversity faultlines and team task autonomy on decision quality and social integration
By: RICO, Ramón
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Contributor(s): MOLLEMAN, Eric | SÁNCHEZ-MANZANARES, Miriam | VAN DER VEGT, Gerben S.
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ArticlePublisher: London, UK : Sage Publications, February 2007Journal of Management : J.O.M 33, 1, p. 111-132Abstract: This study examines the effects of diversity faultlines stemming from educational background and conscientiousness on team decision quality and social integration and the moderating role of team task autonomy. Using a 2 x 2 (Weak/Strong Faultlines x Low/High Team Task Autonomy) factorial design, 52 four-person teams performed a decision-making task. Diverse weak-faultline teams performed better and reported higher levels of social integration than did strong-faultline teams. Team task autonomy moderated these effects, showing that the differences become significant only under high autonomy conditions. Implications for team diversity research and design and management of work teams are discussed
This study examines the effects of diversity faultlines stemming from educational background and conscientiousness on team decision quality and social integration and the moderating role of team task autonomy. Using a 2 x 2 (Weak/Strong Faultlines x Low/High Team Task Autonomy) factorial design, 52 four-person teams performed a decision-making task. Diverse weak-faultline teams performed better and reported higher levels of social integration than did strong-faultline teams. Team task autonomy moderated these effects, showing that the differences become significant only under high autonomy conditions. Implications for team diversity research and design and management of work teams are discussed
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