Sherry M.B. Thatcher, Bertolt Meyer, Youngsang Kim, Pankaj C. Patel
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A meta-analytic integration of the faultlines literature
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.
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.
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