Surface and Deep Diversity In multicultural teams, diversity can be in the form of Surface-level(black-American; Caucasian American; French and Vietnamese) and/or Deep-level (Irish and English; Singaporean and Chinese; N. and s Africans) 26 Cross-Cultural Management
Cross-Cultural Management 26 Surface and Deep Diversity In multicultural teams, diversity can be in the form of: • Surface-level (black-American; CaucasianAmerican; French and Vietnamese) and/or • Deep-level (Irish and English; Singaporean and Chinese; N. and S. Africans)
Dynamics of Team Diversity Social Context Org. Context Group Dynamics Affective Diversity Team Long-term Reactions . Surface Behaviours Conseq. Deep Cohesion→M. Communication→· Performance . Satisfaction . Conflict Promotion .cOmmitment. cooperation Turnover 27 Cross-Cultural Management
Cross-Cultural Management 27 Dynamics of Team Diversity Diversity •Surface •Deep Affective Reactions •Cohesion •Satisfaction •Commitment Team Behaviours •Communication •Conflict •Cooperation Long-term Conseq. •Performance •Promotion •Turnover Group Dynamics Social Context Org. Context
Jackson, Joshi& Erhardt(2003)& Surface-level diversity has more immediate impact and is influential in early-stage/newly formed teams while deep-level becomes more important over time and its effects last longer Diversity, in general, and culturallethnic diversity in particular, have mixed effects on team processes and performance Less effect on simpler, motor-based tasks; more effect on complex, interdependent teamwork 28 Cross-Cultural Management
Cross-Cultural Management 28 Jackson, Joshi & Erhardt (2003) • Surface-level diversity has more immediate impact and is influential in early-stage/newly formed teams while deep-level becomes more important over time and its effects last longer. • Diversity, in general, and cultural/ethnic diversity in particular, have mixed effects on team processes and performance; • Less effect on simpler, motor-based tasks; more effect on complex, interdependent teamwork
Earley &Mosakowski(2000)& Studied effects of heterogeneity in transnational teams using experimental and field settings Reasoned that the effects of national heterogeneity on team performance is non-linear; Found that in the early stages, homogenous teams(those with only one major national group identity) outperformed both moderately heterogeneous(groups with two different sub- group identities)and highly heterogeneous(no exs clear sub-group identities exist) teams Cross-Cultural Management
Cross-Cultural Management 29 Earley & Mosakowski (2000) • Studied effects of heterogeneity in transnational teams using experimental and field settings • Reasoned that the effects of national heterogeneity on team performance is non-linear; • Found that in the early stages, homogenous teams (those with only one major national group identity) outperformed both moderately heterogeneous (groups with two different subgroup identities) and highly heterogeneous (no clear sub-group identities exist) teams
Earley Mosakowski(2000) In the longer term, high-heterogeneous teams performance increased as they managed to create a hybrid-culture Such hybrid culture was not created in moderately heterogeneous teams, whose performance was lower than both high and low heterogeneity teams Team processes mediated the effects of heterogeneity on team performance, such that In homogenous groups, members perceived many similarities between themselves(remember SIT?); trust, shared mental models and open communication developed early on in the team's life x Cross-Cultural Management
Cross-Cultural Management 30 Earley & Mosakowski (2000) • In the longer term, high-heterogeneous teams’ performance increased as they managed to create a hybrid-culture; • Such hybrid culture was not created in moderately heterogeneous teams, whose performance was lower than both high and low heterogeneity teams. Team processes mediated the effects of heterogeneity on team performance, such that: • In homogenous groups, members perceived many similarities between themselves (remember SIT?); trust, shared mental models and open communication developed early on in the team’s life