Diversity in Work Teams: Research Paradigms for a Changing Workplace
For individuals in the U.S. & U.S. territories
Diversity in Work Teams: Research Paradigms for a Changing Workplace explores how diversity affects one of the most popular management strategies used in business today: the formation of employee work teams. Work teams ideally operate to maximize flexibility, creativity, and productivity in a business environment. Frustrating this effort, however, is the increasing level of diversity found in the American workplace, which often heightens the difficulty of getting people to work together effectively. The authors argue that organizations must learn to understand and adjust to workplace diversity, because many of the specific assets and liabilities of work teams arise directly out of the diverse talents and perspectives of teams' individual members.
Volume editors Susan E. Jackson and Marian N. Ruderman have gathered the authors here to explore how the amount and type of diversity in teams shapes both internal team dynamics and team outcomes. The authors provide perspectives on how diversity affects team dynamics from a variety of disciplines: psychology, sociology, and management. Diversity in Work Teams moves beyond the traditional concept of diversity, which typically focuses on ethnicity, gender, and age, to include psychological differences (values and beliefs) and organizational differences (hierarchical level and occupation). This volume provides an overview of this important emerging field and is a vital reference source on the topic.
This softcover edition is a re-release of the 1996 hardcover edition.
- Introduction: Perspectives for Understanding Diverse Work Teams
—Susan E. Jackson and Marian N. Ruderman
I. Theory and Research
- Traits, Expectations, Culture, and Clout: The Dynamics of Diversity in Work Groups
—Joseph E. McGrath, Jennifer L. Berdahl, and Holly Arrow
- Managing Diversity: The Role of Social Identities
—Marilynn B. Brewer
- Diversity, Social Identity, and Performance: Emergent Social Dynamics in Cross-Functional Teams
—Gregory B. Northcraft, Jeffrey T. Polzer, Margaret A. Neale, and Roderick M. Kramer
- Relational Demography: The Missing Link in Vertical Dyad Linkage
—Anne S. Tsui, Katherine R. Xin, and Terri D. Egan
- The Effects of Group Proportions on Group Dynamics
—Pamela S. Tolbert, Alice O. Andrews, and Tal Simons
- The Role of Dominant Identity and Experience in Organizational Work on Diversity
—Robin J. Ely
- Managing Distances and Differences in Geographically Distributed Work Groups
—David J. Armstrong and Paul Cole
II. Future Directions
- Closing the Gap Between Research and Practice
—Ann M. Morrison
- The Importance of Contexts in Studies of Diversity
—Harry C. Triandis
- The Complexity of Diversity: Challenges and Directions for Future Research
—Taylor Cox, Jr.
- Identities and the Complexities of Diversity
—Stella M. Nkomo
About the Editors
Susan E. Jackson is Professor of Management at New York University. She received her MA and PhD degrees from the University of California at Berkeley. Her work on the topic of workforce diversity emphasizes the consequences of diversity for teamwork in organizations and the importance of linking diversity issues to strategic business issues. This perspective is reflected in her book, Diversity in the Workplace: Human Resources Initiatives, (1993, Guilford Press) which describes how several major companies have been attempting to improve their ability to use effectively a workforce that is diverse along many dimensions.
Marian N. Ruderman is a research scientist at the Center for Creative Leadership in Greensboro, North Carolina. Her research interests are in how managers develop through job assignments and how gender and ethnicity affect management practice and development. She has published several articles and reports on these topics. She is a member of the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Academy of Management. She received her BA in psychology from Cornell University and her PhD in organizational psychology from the University of Michigan.