An affective process model of work group diversity, conflict, and
performance: A paradigm expansion
Organizational Analysis, 12 (3):
271-294 (2004)Article 15517470 Accession Number: 16372407; Kulik, Brian W. 1; Email
Address: bkulik@pullman.com; Affiliations: 1: Washington State University;
Issue Info: 2004, Vol. 12 Issue 3, p271; Thesaurus Term: PERSONNEL
management; Thesaurus Term: TEAMS in the workplace; Subject Term:
CULTURAL relativism; Subject Term: PERFORMANCE; Subject Term: SOCIAL
groups; NAICS/Industry Codes: 541612 Human Resources and Executive
Search Consulting Services; NAICS/Industry Codes: 923130 Administration
of Human Resource Programs (except Education, Public Health, and
Veterans' Affairs Programs); Number of Pages: 24p; Illustrations:
1 diagram; Document Type: Article.Abstract
The currently popular diversity-conflict-performance paradigm was
identified as too limited to describe group-dynamic behavior or serve
as a reliable predictor for group performance. An affective process
model was proposed to explain previous inconsistent empirical results
and delve further into the "black box " of the diversity-conflict-performance
relationship by inserting intervening affect variables and modes
of emotion expression. Built on our current understanding of group
process independent of diversity and the role of affect on individual
and group levels, the proposed model identifies high-performing groups
as those in which the resolution of intragroup conflict produces
a group affect, most often positive, that leads to higher group performance.
Person-related and task-related feedback mechanisms were included
to accommodate changes in group affect over time. Through an illustrative
example applied to the model, it was noted that diverse groups might
experience performance improvement faster, diverse people might be
more natural leaders, and integration might lead to high-performance
faster than ethnocentrism among group members. Finally, implications
for managers and researchers were discussed and further dialogue
on the topic was encouraged. ABSTRACT FROM AUTHOR Copyright of Organizational
Analysis is the property of Center for Advanced Studies in Management
and its content may not be copied or emailed to multiple sites or
posted to a listserv without the copyright holder's express written
permission. However, users may print, download, or email articles
for individual use. This abstract may be abridged. No warranty is
given about the accuracy of the copy. Users should refer to the original
published version of the material for the full abstract. (Copyright
applies to all Abstracts) The currently popular diversity-conflict-performance
paradigm was identified as too limited to describe group-dynamic
behavior or serve as a reliable predictor for group performance.
An affective process model was proposed to explain previous inconsistent
empirical results and delve further into the "black box " of the
diversity-conflict-performance relationship by inserting intervening
affect variables and modes of emotion expression. Built on our current
understanding of group process independent of diversity and the role
of affect on individual and group levels, the proposed model identifies
high-performing groups as those in which the resolution of intragroup
conflict produces a group affect, most often positive, that leads
to higher group performance. Person-related and task-related feedback
mechanisms were included to accommodate changes in group affect over
time. Through an illustrative example applied to the model, it was
noted that diverse groups might experience performance improvement
faster, diverse people might be more natural leaders, and integration
might lead to high-performance faster than ethnocentrism among group
members. Finally, implications for managers and researchers were
discussed and further dialogue on the topic was encouraged. ABSTRACT
FROM AUTHOR Copyright of Organizational Analysis is the property
of Center for Advanced Studies in Management and its content may
not be copied or emailed to multiple sites or posted to a listserv
without the copyright holder's express written permission. However,
users may print, download, or email articles for individual use.
This abstract may be abridged. No warranty is given about the accuracy
of the copy. Users should refer to the original published version
of the material for the full abstract. (Copyright applies to all
Abstracts)
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