A meta-analytic integration of the faultlines literature

IF 3.9 1区心理学 Q2 MANAGEMENT Organizational Psychology Review Pub Date : 2024-03-06 DOI:10.1177/20413866231225064

Sherry M.B. Thatcher, Bertolt Meyer, Youngsang Kim, Pankaj C. Patel

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Abstract

Reviewing over 20 years of faultlines research, we conducted a meta-analysis based on 168 studies from 162 papers with a sample size of 24,953 teams. Dormant faultlines are positively and significantly related to conflict and activated faultlines, but contrary to widespread beliefs, not directly related to team performance or team satisfaction. Further, the negative effects of dormant faultlines hinge on their activation; activated faultlines mediate the relationship between dormant faultlines on the one hand, and conflict, information elaboration, team performance, and team satisfaction on the other. However, when controlling for the effect of activated faultlines, there are positive effects of dormant faultlines on information elaboration. The relationship between dormant faultlines and activated faultlines was more pronounced when dormant faultlines were based on demographic attributes. Additionally, dormant faultlines were negatively related to team performance when teams were not top management or board teams and when studies were conducted in labs. We synthesize these results to provide a robust agenda for future research on team faultlines.

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断层文献的元分析整合

通过回顾 20 多年来的断层线研究，我们对来自 162 篇论文的 168 项研究进行了荟萃分析，样本量为 24953 个团队。休眠断层线与冲突和激活断层线呈显著正相关，但与普遍观点相反，与团队绩效或团队满意度并无直接关系。此外，休眠过失线的负面影响取决于其激活情况；激活过失线可以调节休眠过失线与冲突、信息阐述、团队绩效和团队满意度之间的关系。然而，当控制了激活断层线的影响后，休眠断层线对信息阐述有正向影响。当休眠过失线基于人口属性时，休眠过失线与激活过失线之间的关系更加明显。此外，如果团队不是最高管理层或董事会团队，而且研究是在实验室中进行的，则休眠断层线与团队绩效呈负相关。我们综合了这些结果，为团队断层的未来研究提供了一个强有力的议程。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Organizational Psychology Review Multiple-

CiteScore

10.00

自引率

1.60%

发文量

期刊介绍： Organizational Psychology Review is a quarterly, peer-reviewed scholarly journal published by SAGE in partnership with the European Association of Work and Organizational Psychology. Organizational Psychology Review’s unique aim is to publish original conceptual work and meta-analyses in the field of organizational psychology (broadly defined to include applied psychology, industrial psychology, occupational psychology, organizational behavior, personnel psychology, and work psychology).Articles accepted for publication in Organizational Psychology Review will have the potential to have a major impact on research and practice in organizational psychology. They will offer analyses worth citing, worth following up on in primary research, and worth considering as a basis for applied managerial practice. As such, these should be contributions that move beyond straight forward reviews of the existing literature by developing new theory and insights. At the same time, however, they should be well-grounded in the state of the art and the empirical knowledge base, providing a good mix of a firm empirical and theoretical basis and exciting new ideas.