To figure out how to minimize the costs and maximize the benefits, we need to understand all dimensions and types of diversity. Research shows that some diversity characteristics have a larger... Show moreTo figure out how to minimize the costs and maximize the benefits, we need to understand all dimensions and types of diversity. Research shows that some diversity characteristics have a larger impact than others (Tsui, Egan, & O’Reilly, 1992). One type of diversity that could have a significant impact on workgroup interaction is national diversity. Every member, however, enters the workgroup with a set of personal and social attitudes and beliefs. These pre-programmed attitudes and beliefs may largely affect one’s perceptions and thus behaviors. Whether diversity will have positive or negative consequences may be explained by investigating attitudes of the group members. For this reason, I investigate nationalistic attitudes as exacerbators of conflict in nationally diverse workgroups. A set of studies investigates propositions that members with diverse national backgrounds, especially if they have strong nationalistic attitudes, are likely to experience more conflict than nationally homogenous groups (and/or if members do not hold strong nationalistic views). Other moderators of conflict and outcomes in nationally diverse workgroups that I examine using multiple methods (field, scenario, and lab studies) include social distances, national stereotypes, similarity preferences, and perceived respect. Show less
In this thesis I focus on the question how the alignment of interdependency leads to an effective level of performance in work groups or teams. For the continuance of every organization it is... Show moreIn this thesis I focus on the question how the alignment of interdependency leads to an effective level of performance in work groups or teams. For the continuance of every organization it is important to organize individuals so that their actions are aligned (Heath & Staudenmayer, 2000). In this thesis I claim that the relationship between coordination and effectiveness is still not clearly understood and lacks theoretical clarity and empirical evidence. Where most of the management and organizational design literature focused only on the functional task interdependencies, I suggest that in order to gain more understanding of the complex coordination-performance relationship in groups, other more social types of interdependence need to be considered as well. I introduce in addition to functional interdependence, the constructs of cognitive and affect-based interdependence. I studied the main and integrative effects of these three interdependencies on individual and group performance in three organizational settings. Show less
