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.

Object Details

• Extent: Seite(n): 467-482
• Language: Englisch
• Notes: Status: Postprint; begutachtet (peer reviewed)

References and Relationships

• Bibliographic citation: Group Processes & Intergroup Relations, 9(4)

Classification and Topics

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

Contributors, Places and Time

• Event: Geistige Schöpfung
• (who): Phillips, Katherine W. ; Northcraft, Gregory B. ; Neale, Margaret A.
• Event: Veröffentlichung
• (when): 2006

Further information

• DOI: https://doi.org/10.1177/1368430206067557
• URN: urn:nbn:de:0168-ssoar-228044
• Rights: GESIS - Leibniz-Institut für Sozialwissenschaften. Bibliothek Köln
• Last update: 21.06.2024, 4:26 PM CEST