Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance

  title={Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance},
  author={Katerina Bezrukova and Karen A. Jehn and Elaine L. Zanutto and Sherry M. B. Thatcher},
  journal={Organization Science},
In this study we examine a moderated model of group faultlines, team identification, and group performance outcomes. We extend research on faultlines by showing how different faultline bases (social category and information-based faultlines) may have differential effects on the performance of groups. In addition to faultline strength (the extent of demographic alignment across members within a group), we examine the distance between faultline-based subgroups (e.g., two members of age 20 are… CONTINUE READING
Highly Cited
This paper has 76 citations. REVIEW CITATIONS

From This Paper

Figures, tables, and topics from this paper.
39 Citations
107 References
Similar Papers


Publications citing this paper.
Showing 1-10 of 39 extracted citations

76 Citations

Citations per Year
Semantic Scholar estimates that this publication has 76 citations based on the available data.

See our FAQ for additional information.


Publications referenced by this paper.
Showing 1-10 of 107 references

Cracks in diversity research: The effects of faultlines on conflict and performance

  • S.M.B. Thatcher, K. A. Jehn, E. Zanutto.
  • Group Decision Negotiation 12 217–241.
  • 2003
Highly Influential
7 Excerpts

Demography and diversity in organizations: A review of 40 years of research

  • K. Williams, C. A. O’Reilly
  • eds. Research in Organizational Behavior,
  • 1998
Highly Influential
6 Excerpts

The common ingroup identity model: Recategorization and the reduction of integroup bias

  • S. L. Gaertner, J. F. Dovidio, P. A. Anastasio, B. A. Bachman, M. C. Rust.
  • W. Strobe, M. Hewstone, eds. The European Review…
  • 1993
Highly Influential
5 Excerpts

Concordancing with MonoConc Pro

  • M. Barlow
  • 2.0. Athelstan, Houston.
  • 2000
Highly Influential
2 Excerpts

Why differences make a difference: A field study of diversity, conflict, and performance in workgroups

  • K. A. Jehn, G. Northcraft, M. A. Neale.
  • Admin. Sci. Quart. 44 741–763.
  • 1999
Highly Influential
11 Excerpts

How groups merge: The effects of merger integration patterns on anticipated commitment to the merged organization

  • G. R. Mottola, B. A. Bachman, S. L. Gaertner, J. F. Dovidio.
  • J. Appl. Soc. Psych. 27 1335–1358.
  • 1997
Highly Influential
3 Excerpts

Being different: Relational demography and organizational attachment

  • A. S. Tsui, T. D. Egan, C. A. O’Reilly
  • Admin. Sci. Quart
  • 1992
Highly Influential
4 Excerpts

Similar Papers

Loading similar papers…