Facing differences with an open mind: Openness to experience, salience of intragroup differences, and performance of diverse work groups

Astrid C. Homan, John R. Hollenbeck, Stephen E. Humphrey, Daan Van Knippenberg, Daniel R. Ilgen, Gerben A. Van Kleef

Research output: Contribution to journalArticlepeer-review

265 Scopus citations

Abstract

This study examined how the performance of diverse teams is affected by member openness to experience and the extent to which team reward structure emphasizes intragroup differences. Fifty-eight heterogeneous four-person teams engaged in an interactive task. Teams in which reward structure converged with diversity (i.e., "faultline" teams) performed more poorly than teams in which reward structure cut across differences between group members or pointed to a "superordinate identity." High openness to experience positively influenced teams in which differences were salient (i.e., faultline and "cross-categorized" teams) but not teams with a superordinate identity. This effect was mediated by information elaboration. Copyright of the Academy of Management, all rights reserved.

Original languageEnglish (US)
Pages (from-to)1204-1222
Number of pages19
JournalAcademy of Management Journal
Volume51
Issue number6
DOIs
StatePublished - Dec 2008

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

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