Surface-Level Diversity and Decision-Making in Groups: When Does Deep-Level Similarity Help?

Journal article | Zeitschriftenartikel

We examined how surface-level diversity (based on race) and deep-level similarities influenced three-person decision-making groups on a hidden-profile task. Surface-level homogeneous groups perceived their information to be less unique and spent less time on the task than surface-level diverse groups. When the groups were given the opportunity to learn about their deep-level similarities prior to the task, group members felt more similar to one another and reported greater perceived attraction, but this was more true for surface-level homogeneous than surface-level diverse groups. Surface-level homogeneous groups performed slightly better after discovering deep-level similarities, but discovering deep-level similarities was not helpful for surface-level diverse groups, who otherwise outperformed surface-level homogeneous groups. We discuss the implications of this research for managing diversity in the workplace.

Angaben zum Objekt

• Umfang: Seite(n): 467-482
• Sprache: Englisch
• Anmerkungen: Status: Postprint; begutachtet (peer reviewed)

Verweise und Beziehungen

• Erschienen in: Group Processes & Intergroup Relations, 9(4)

Klassifikation und Themen

• Thema: diversity; information sharing task; similarity-attraction; social categorization;

Beteiligte, Orts- und Zeitangaben

• Ereignis: Geistige Schöpfung
• (wer): Phillips, Katherine W. ; Northcraft, Gregory B. ; Neale, Margaret A.
• Ereignis: Veröffentlichung
• (wann): 2006

Weitere Informationen

• DOI: https://doi.org/10.1177/1368430206067557
• URN: urn:nbn:de:0168-ssoar-228044
• Rechteinformation: GESIS - Leibniz-Institut für Sozialwissenschaften. Bibliothek Köln
• Letzte Aktualisierung: 21.06.2024, 16:26 MESZ