Subgroup formation and team climate in culturally diverse work teams

Lloyd, S. L. and Härtel, C. E. J. (2005). Subgroup formation and team climate in culturally diverse work teams. In: Australian Industrial and Organisational Psychology Conference, Gold Coast, QLD, Australia, (136-136). June 2005. doi:10.1080/00049530600940008


Author Lloyd, S. L.
Härtel, C. E. J.
Title of paper Subgroup formation and team climate in culturally diverse work teams
Conference name Australian Industrial and Organisational Psychology Conference
Conference location Gold Coast, QLD, Australia
Conference dates June 2005
Journal name Australian Journal of Psychology   Check publisher's open access policy
Publication Year 2005
Sub-type Published abstract
DOI 10.1080/00049530600940008
ISSN 0004-9530
1742-9536
0572-1172
Volume 57
Issue Suppl 1
Start page 136
End page 136
Total pages 1
Language eng
Abstract/Summary While organisational policies and practices may have opened the door to diverse individuals, exclusion due to the tendency of people to form subgroups based on perceived interpersonal similarities and dissimilarities still prevents many individuals and teams from reaching their full potential. Cultural diversity is a salient characteristic upon which these subgroups are often formed. Using research from the social psychology and organisational behaviour literature a model is developed that depicts the inclusiveness versus exclusiveness of a team’s climate, the responses of culturally similar and dissimilar team members toward their team and team performance as being dependent on the tendency of both culturally similar and dissimilar team members to form subgroups. It is proposed that when individuals engage in group segmentation a team is likely to have an exclusive team climate which will have a negative impact on both team and individual level outcomes. Conversely, when team members do not engage in group segmentation, it is proposed that the team is likely to have an inclusive team environment which will have a positive impact on both team and individual level outcomes. This model is an important development in the literature as it provides some guidelines to management professionals as to considerations for the selection, training and development of culturally diverse work teams.
Q-Index Code EX
Q-Index Status Provisional Code
Institutional Status Non-UQ

Document type: Conference Paper
Collection: UQ Business School Publications
 
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Created: Fri, 11 Mar 2011, 18:49:45 EST by Professor Charmine Hartel on behalf of UQ Business School