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Diversity in Teams: Differential Eff...

Royes, Joshua J.,

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Diversity in Teams: Differential Effects of Deep-Level Compositional Diversity Characteristics of a Team /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Diversity in Teams: Differential Effects of Deep-Level Compositional Diversity Characteristics of a Team // Joshua J Royes.
作者:	Royes, Joshua J.,
面頁冊數:	1 electronic resource (189 pages)
附註:	Source: Dissertations Abstracts International, Volume: 83-04, Section: B.
Contained By:	Dissertations Abstracts International83-04B.
標題:	Psychology. -
電子資源:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28498344
ISBN:	9798544205975

Diversity in Teams: Differential Effects of Deep-Level Compositional Diversity Characteristics of a Team /
Royes, Joshua J.,

Diversity in Teams: Differential Effects of Deep-Level Compositional Diversity Characteristics of a Team /Joshua J Royes. - 1 electronic resource (189 pages)

Source: Dissertations Abstracts International, Volume: 83-04, Section: B.

The purpose of this dissertation is to examine the impact that actual and perceived diversity within a team can have on team effectiveness. The majority of diversity research has been conducted on surface-level diversity variables, but deep-level variables are more impactful on team effectiveness (Tu, Hong, Jiang, & Zhang, 2020). This research project used the compositional diversity framework developed by Harrison and Klein (2007) to operationalize individual difference variables as deep-level diversity variables. This framework splits diversity variables into one of three diversity types, with each type having predetermined linear relationships with team outcomes. In addition to diversity, team members also form perceptions of the diversity on the team, and although related, the diversity on a team and the diversity that is perceived on a team are distinct concepts (Shemla, Meyer, Greer, & Jehn, 2016). It was hypothesized that in addition to the diversity variables having their predetermined relationships with team effectivess outcomes, perceived diversity would be more related to subjective outcomes (i.e., team satisfaction and team viability) than actual diversity, while actual diversity would be more related to objective outcomes (i.e., team performance) than perceived diversity.This study collected data from a single timepoint survey sent to college or university students who were working on 3-8-person team projects within their courses. Hierarchical regression was used to examine if diversity variables could predict team effectiveness variables above and beyond team-level variables. Support was found for diversity predicting team effectiveness above and beyond tea-level variables. Inconsistent support was found for the hypotheses; however, the results do make contributions to the field in several regards. First, this study found that actual and perceived diversity are not interchangeable constructs, and in fact, the relationship that diversity and perceived diversity have with one another vary by the construct in question. Second, diversity variables are important determinants of team effectiveness as evidenced by the relationships that diversity had with the team effectiveness variables. Third, team members vary in their perceptions of diversity within their own team, and oftentimes could not reliably rate the perceptions of team-level diversity. And fourth, the Harrison and Klein (2007) framework is a meaningful way to organize diversity variables. In fact, this study exhibited stronger relationships between diversity and outcomes as a previous meta-analysis (i.e., Bell, Villado, Lukasik, Belau, & Briggs, 2011) that used primarily surface-level variables, perhaps suggesting that the Harrison and Klein (2007) framework is well-suited to deep-level diversity variables.

English

ISBN: 9798544205975Subjects--Topical Terms:

519075
Psychology.
Subjects--Index Terms:

Deep-level diversity

Diversity in Teams: Differential Effects of Deep-Level Compositional Diversity Characteristics of a Team /
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520 $a The purpose of this dissertation is to examine the impact that actual and perceived diversity within a team can have on team effectiveness. The majority of diversity research has been conducted on surface-level diversity variables, but deep-level variables are more impactful on team effectiveness (Tu, Hong, Jiang, & Zhang, 2020). This research project used the compositional diversity framework developed by Harrison and Klein (2007) to operationalize individual difference variables as deep-level diversity variables. This framework splits diversity variables into one of three diversity types, with each type having predetermined linear relationships with team outcomes. In addition to diversity, team members also form perceptions of the diversity on the team, and although related, the diversity on a team and the diversity that is perceived on a team are distinct concepts (Shemla, Meyer, Greer, & Jehn, 2016). It was hypothesized that in addition to the diversity variables having their predetermined relationships with team effectivess outcomes, perceived diversity would be more related to subjective outcomes (i.e., team satisfaction and team viability) than actual diversity, while actual diversity would be more related to objective outcomes (i.e., team performance) than perceived diversity.This study collected data from a single timepoint survey sent to college or university students who were working on 3-8-person team projects within their courses. Hierarchical regression was used to examine if diversity variables could predict team effectiveness variables above and beyond team-level variables. Support was found for diversity predicting team effectiveness above and beyond tea-level variables. Inconsistent support was found for the hypotheses; however, the results do make contributions to the field in several regards. First, this study found that actual and perceived diversity are not interchangeable constructs, and in fact, the relationship that diversity and perceived diversity have with one another vary by the construct in question. Second, diversity variables are important determinants of team effectiveness as evidenced by the relationships that diversity had with the team effectiveness variables. Third, team members vary in their perceptions of diversity within their own team, and oftentimes could not reliably rate the perceptions of team-level diversity. And fourth, the Harrison and Klein (2007) framework is a meaningful way to organize diversity variables. In fact, this study exhibited stronger relationships between diversity and outcomes as a previous meta-analysis (i.e., Bell, Villado, Lukasik, Belau, & Briggs, 2011) that used primarily surface-level variables, perhaps suggesting that the Harrison and Klein (2007) framework is well-suited to deep-level diversity variables.
546 $a English
590 $a School code: 0236
650 4 $a Psychology. $3 519075
650 4 $a Culture. $3 517003
650 4 $a Equality. $3 520285
650 4 $a Social activism. $3 3556019
650 4 $a Teams. $3 3546566
650 4 $a Multiculturalism & pluralism. $3 3558958
650 4 $a Race. $3 529036
650 4 $a Social psychology. $3 520219
653 $a Deep-level diversity
653 $a Diversity conceptualization
653 $a Team effectiveness
653 $a Teams
690 $a 0621
690 $a 0624
690 $a 0451
710 2 $a The University of Tulsa. $b Industrial/Organizational Psychology. $e degree granting institution. $3 3771824
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792 $a 2021
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