| Abstract: | The authors conducted an experiment to show how the interplay between informational diversity and other dimensions of diversity can account for some of the inconsistent effects of informational diversity in previous research. A total of 70 four-person groups involved in a decision-making task received homogeneous or heterogeneous information. By manipulating gender composition and bogus personality feedback, the authors created groups that were heterogeneous (i.e., had a strong basis for subgroup categorization) or were homogeneous on these dimensions. In diverse groups characterized by a diversity faultline, heterogeneity of information either converged with or cross-cut the faultline. Results showed that informational diversity enhanced group functioning when it was crossed rather than converged with the existing faultline, which became manifest in increased information elaboration, higher satisfaction, reduced relationship and task conflict, and a better team climate. Extending previous work, these findings show that informational diversity may have positive effects on team functioning even when teams are not homogeneous on other diversity dimensions. (PsycINFO Database Record (c) 2010 APA, all rights reserved) |
