Cultural diversity's impact on interaction process and performance: comparing homogeneous and diverse task groups
Article Abstract:
The interaction process and performance of culturally homogeneous and culturally diverse groups were studied for 17 weeks. Intially, homogeneous groups scored higher on both process and performance effectiveness. Over time, both types of groups showed improvement on process and performance, and the between-group differences converged. By week 17, there were no differences in process or overall performance, but the heterogeneous groups scored higher on two task measures. Implications for management and future research are given. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1993
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Where is the "me" among the "we"? Identity work and the search for optimal balance
Article Abstract:
The way in which members belonging to a demanding occupation conduct identity work in order to negotiate an optimal balance between personal and social identities is examined through two qualitative studies. A theoretical model of identity work is developed, which, though grounded in occupational data, has considerable value in predicting the way identity work functions for a broader array of social identities.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 2006
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Team interpersonal process effectiveness in venture partnerships and its connection to perceived success
Article Abstract:
The impact of interpersonal process effectiveness among partners in an entrepreneurial venture on the perceived success of the business is investigated. The results showed that process factors were significantly related to perceived success. Perceived success was also found to be related to the extent of partner mutual agreement on team interpersonal process issues.
Publication Name: Journal of Business Venturing
Subject: Business, general
ISSN: 0883-9026
Year: 1995
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