Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict
研究追踪45个学生项目团队，发现团队导向能缓解性别多样性带来的关系冲突，团队过程能削弱时间紧迫感多样性对关系冲突的负面影响。
Abstract The increased use of teams in organizations, coupled with an increasingly diverse workforce, strongly suggests that we should learn more about how team diversity affects functioning and performance. The purpose of this study was to explore the differential impact of surface‐level diversity (gender, ethnicity), deep‐level diversity (time urgency, extraversion), and two moderating variables (team orientation, team process) on relationship conflict over time. Hypotheses were tested by tracking 45 student project teams in a longitudinal design. Results revealed that team orientation and team process moderated the diversity–conflict link. Specifically, team orientation helped to neutralize the negative effects of surface‐level (gender) diversity on relationship conflict. In a similar manner, team processes worked to weaken the deleterious effects of deep‐level diversity (time urgency) on relationship conflict. In addition, relationship conflict resulted in lower perceived performance by team members. Copyright © 2004 John Wiley & Sons, Ltd.