CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

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6. CONFLICT, DIVERSITY, AND FAULTLINES IN WORKGROUPS 183 characteristics across members. One such alignment theory is faultline theory. Faultlines are defined as hypothetical dividing lines that split a group into relatively homogeneous subgroups based on the group members’ demographic alignment along one or more attributes (adapted from Lau & Murnighan, 1998). While the original theory specifically discusses demographic alignments made up of characteristics such as age, sex, race, and job tenure or status (Lau & Murnighan, 1998, p. 326), other nondemographic characteristics (e.g., personality and values) can also contribute to active subgroup formation within a larger group. Alignment theories base predictions of group processes on the reasoning that the compositional dynamics of multiple attributes (e.g., alignment and coalition formation) has a greater effect on process than separate demographic characteristics (e.g., Lau & Murnighan, 1998; Thatcher, Jehn, & Zanutto, 2003). For example, Hambrick, Li, Xin, and Tsui (2001) argued that “compositional gaps” that occur along multiple demographic dimensions (e.g., age and education) may accentuate distinct managerial coalitions and influence group functioning of international joint ventures. Thus, the effects of diversity are likely to be a complex function of aligned demographic characteristics, and we need a more sophisticated consideration of demographic alignment to understand its potential effects (Lau & Murnighan, 1998). In Table 6.1, we present four theoretical sources of work that we consider the main set of alignment theories from organizational, sociological, and social psychological literatures: group faultlines (e.g., Lau & Murnighan, 1998), factional groups (Hambrick et al., 2001; Li & Hambrick, 2005), multiform heterogeneity (Blau, 1977; Kanter, 1977), and cross-categorization (e.g., Brewer, 2000; Hewstone, Rubin, & Willis, 2002). For each of these theories we discuss the focal unit regarding composition (e.g., demographics and identity) and the forms of group composition discussed by the theory that relate to dispersion or alignment. Alignment Theories in Organizational and Sociological Research. Faultline theory proposes that the compositional dynamics of multiple attributes and their alignment has a greater effect on group processes and outcomes than separate demographic characteristics (e.g., Lau & Murnighan, 1998; Thatcher et al., 2003). For instance, Cramton and Hinds (2004) theorized about how the alignment of compositional diversity and geographic distribution creates tension between subgroups emerging from faultlines. In a study of the formation of breakaway organizations, Dyck and Starke (1999) found that faultlines were strengthened with increased competition between the breakaway group and the status quo supporters. In the second perspective (factional groups; Table 6.1), Hambrick et al. (2001; Li & Hambrick, 2005) argued that “compositional gaps” that occur along multiple demographic dimensions (e.g., age and values) in factional groups may accentuate managerial coalitions and influence group functioning and effectiveness of international joint ventures. A compositional
184 JEHN, BEZRUKOVA, AND THATCHER taBle 6.1 Comparing theoretical Bases of Dispersion and alignment theoretical basis Group faultlines factional groups Disciplinary organizational organizational foundation behavior behavior focal unit “Demographic “Demographic characteristics” dimensions” Group Composition Dispersion: similarity Dispersion: difference alignment: high alignment: low homogeneous Demographically similar heterogeneous Demographically dissimilar faultlines factional groups/ compositional gaps Weak/medium faultlines Weak factional groups/homogeneous factions Multiform heterogeneity Cross- categorization sociology social psychological “Parameters of “social identity” social structure” inclusive: all inclusive parameters same exclusive: all exclusive parameters different Consolidated: Convergent high correlation low correlation Cross-categorization gap is the difference between managerial coalitions on one or more dimensions that are of potential importance to the group’s functioning. It separates a group into two distinctly different factions where a faction is relatively homogeneous, or tightly clustered around its own central tendency (Hambrick et al., 2001; Li & Hambrick, 2005). Studies of international joint venture (IJV) management groups showed that subgroups forming within groups based on demographics are inherently coalitional and are likely to reduce identification with the whole team and negatively impact group functioning and IJV effectiveness (Earley & Mosakowski, 2000; Hambrick et al., 2001). Thirdly, the multiform heterogeneity literature is deeply rooted in sociological tradition and has stressed the importance of focusing on the multiple parameters of social structure (e.g., sex and race; Table 6.1). Multiform heterogeneity refers to overlapping groups and subgroups generated by differences in sex, race, national background, and religion (Blau, 1977). Highly correlated parameters strengthen in-group bonds and reinforce group barriers, whereas low correlation between them indicates the intersection of parameters, which promotes group integration. We now contrast these approaches with the main social psychological approach.
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The Psychology of Conflict and Conf
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The Organizational Frontiers Series
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Work Careers: A Developmental Persp
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Lawrence Erlbaum Associates Taylor
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x CONTENTS 8 Conflict Escalation in
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xii SERIES FOREWORD to help support
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xiv CONTRIBUTORS cesses, Group Deci
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xvi CONTRIBUTORS Management. Dr. Cr
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xviii CONTRIBUTORS Karen A. Jehn is
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xx CONTRIBUTORS organization commun
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xxii CONTRIBUTORS Elizabeth E. Umph
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1 Conflict in the Workplace: Source
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1. CONFLICT IN THE WORKPLACE 5 Conf
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2 Conflict at Work Throughout the H
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2. CONFLICT AT WORK THROUGHOUT THE
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3 Communication Processes and Confl
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3. COMMUNICATION PROCESSES AND CONF
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4 Conflict and Group Decision Makin
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4. CONFLICT AND GROUP DECISION MAKI
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8 Conflict Escalation in Organizati
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8. CONFLICT ESCALATION IN ORGANIZAT
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9 Conflict, Health, and Well-Being
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9. CONFLICT, HEALTH, AND WELL-BEING
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III Organizational Level of Analysi
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292 GOLDMAN, CROPANZANO, STEIN, AND
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11 Organizational Dispute Resolutio
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12 Union-Management Conflict: Histo
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12. UNION-MANAGEMENT CONFLICT: HIST
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386 TERRY AND AMIOT Different psych
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388 TERRY AND AMIOT Laboratory stud
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390 TERRY AND AMIOT implies a direc
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392 TERRY AND AMIOT high-status emp
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394 TERRY AND AMIOT ously independe
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396 TERRY AND AMIOT that the eviden
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398 TERRY AND AMIOT it is important
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400 TERRY AND AMIOT Perceptions of
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402 TERRY AND AMIOT Threat 4 3.8 3.
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404 TERRY AND AMIOT lower job satis
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406 TERRY AND AMIOT ConClusions Tak
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408 TERRY AND AMIOT Cobb, A. T., Wo
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410 TERRY AND AMIOT Mottola, G. R.,
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IV Commentaries
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416 SMITH-CROWE, BRIEF, AND UMPHRES
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15 Making Sense of an Elusive Pheno
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15. MAKING SENSE OF AN ELUSIVE PHEN
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436 CARNEVALE processes. However, w
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438 CARNEVALE such as those of Walt
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440 CARNEVALE discussion of escalat
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442 CARNEVALE ments; gain and loss
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444 CARNEVALE Luce, R. D., & Raiffa
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446 TJOSVOLD see them as dishonest
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448 TJOSVOLD me at work.” But thi
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450 TJOSVOLD represented in the Mar
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452 TJOSVOLD This note has identifi
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author index Page references follow
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Author Index 457 Bonoma, T. V., 83,
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Author Index 459 Cronbach, L. J., 4
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Author Index 461 Fang, S. S., 257,
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Author Index 463 Hambrick, D. C., 1
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Author Index 465 Jost, J. T., 417,
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Author Index 467 Li, A., 139, 143 L
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Author Index 469 Mortensen, M., 195
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Author Index 471 Pinkley, R. L., 10
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Author Index 473 Schultz, M., 37, 4
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Author Index 475 Thompson, E. P., 5
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Author Index 477 Williams, K. Y., 4
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480 Subject Index dispersion theori
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482 Subject Index N informational h
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484 Subject Index Theory and resear
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