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How does context matter? Examining ...

Joshi, Aparna Anand.

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How does context matter? Examining the process and performance outcomes of work team heterogeneity.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	How does context matter? Examining the process and performance outcomes of work team heterogeneity./
作者:	Joshi, Aparna Anand.
面頁冊數:	143 p.
附註:	Source: Dissertation Abstracts International, Volume: 63-05, Section: A, page: 1904.
Contained By:	Dissertation Abstracts International63-05A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3055066
ISBN:	0493702695

How does context matter? Examining the process and performance outcomes of work team heterogeneity.
Joshi, Aparna Anand.

How does context matter? Examining the process and performance outcomes of work team heterogeneity. - 143 p.

Source: Dissertation Abstracts International, Volume: 63-05, Section: A, page: 1904.

Thesis (Ph.D.)--Rutgers The State University of New Jersey - New Brunswick, 2002.

In the past four decades research on team diversity has grown increasingly sophisticated, incorporating several dimensions of team diversity, performance, and team processes. In examining the process and performance outcomes of team diversity, this dissertation contributes to extant research primarily in three ways. First, while examining the relationship between team diversity and process and performance outcomes, this dissertation examined the moderating influence of the organizational demographic context. Second, while past research has focused primarily on internal team processes, the present research also examined teams' external relationships. Inter-team cooperation as well as intra-team cooperation, were proposed as process outcomes of team diversity. Third, by incorporating multiple conceptualizations of diversity (additive and configurational) this dissertation attempted to contribute to research on the measurement of diversity in organizations.

ISBN: 0493702695Subjects--Topical Terms:

626628
Business Administration, Management.

How does context matter? Examining the process and performance outcomes of work team heterogeneity.
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245 1 0 $a How does context matter? Examining the process and performance outcomes of work team heterogeneity.
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500 $a Source: Dissertation Abstracts International, Volume: 63-05, Section: A, page: 1904.
500 $a Director: Susan E. Jackson.
502 $a Thesis (Ph.D.)--Rutgers The State University of New Jersey - New Brunswick, 2002.
520 $a In the past four decades research on team diversity has grown increasingly sophisticated, incorporating several dimensions of team diversity, performance, and team processes. In examining the process and performance outcomes of team diversity, this dissertation contributes to extant research primarily in three ways. First, while examining the relationship between team diversity and process and performance outcomes, this dissertation examined the moderating influence of the organizational demographic context. Second, while past research has focused primarily on internal team processes, the present research also examined teams' external relationships. Inter-team cooperation as well as intra-team cooperation, were proposed as process outcomes of team diversity. Third, by incorporating multiple conceptualizations of diversity (additive and configurational) this dissertation attempted to contribute to research on the measurement of diversity in organizations.
520 $a Data were collected from a large US based office equipment company. The data included employees' demographic records (age, race, gender, education, tenure), attitudinal measures, and team performance measures. Based on available data, the dissertation included approximately 1820 service teams organized into 68 service regions. A multi-level analyses strategy was used to test the hypotheses proposed. Results indicated that certain aspects of organizational demography such as ethnic diversity and gender diversity influenced team level relationships between diversity and performance. Diverse teams performed better in diverse service regions than in homogeneous service regions. Further, at the service region level, gender diversity was positively related to cooperation as well as performance. Implications of these findings are discussed in relation to past research. Practical as well as theoretical implications of the findings are also outlined.
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650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
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