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Diversity and productivity: Essays ...

Hou, Yuan.

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Diversity and productivity: Essays on structurally redundant heterogeneity.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Diversity and productivity: Essays on structurally redundant heterogeneity./
作者:	Hou, Yuan.
面頁冊數:	113 p.
附註:	Source: Dissertation Abstracts International, Volume: 74-11(E), Section: A.
Contained By:	Dissertation Abstracts International74-11A(E).
標題:	Sociology, Organizational. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3568386
ISBN:	9781303228827

Diversity and productivity: Essays on structurally redundant heterogeneity.
Hou, Yuan.

Diversity and productivity: Essays on structurally redundant heterogeneity. - 113 p.

Source: Dissertation Abstracts International, Volume: 74-11(E), Section: A.

Thesis (Ph.D.)--The University of Chicago, 2013.

This dissertation combines a multiple method approach to analyze the relationship between heterogeneity and performance in teams/groups. While many theories expect heterogeneity to improve group performance, in practice, process loss prevents the positive relationship to be realized. This is because heterogeneity is subject to many possible failure points. We identify four of them and introduce the concept of structurally redundant heterogeneity (SRH). SRH occurs when there exists heterogeneity among people within a hierarchical level and homogeneous subgroups between levels. Two empirical studies are provided that examines how SRH improves group performance by preventing process loss.

ISBN: 9781303228827Subjects--Topical Terms:

1018023
Sociology, Organizational.

Diversity and productivity: Essays on structurally redundant heterogeneity.
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500 $a Source: Dissertation Abstracts International, Volume: 74-11(E), Section: A.
500 $a Advisers: Reid Hastie; Damon Phillips.
502 $a Thesis (Ph.D.)--The University of Chicago, 2013.
520 $a This dissertation combines a multiple method approach to analyze the relationship between heterogeneity and performance in teams/groups. While many theories expect heterogeneity to improve group performance, in practice, process loss prevents the positive relationship to be realized. This is because heterogeneity is subject to many possible failure points. We identify four of them and introduce the concept of structurally redundant heterogeneity (SRH). SRH occurs when there exists heterogeneity among people within a hierarchical level and homogeneous subgroups between levels. Two empirical studies are provided that examines how SRH improves group performance by preventing process loss.
520 $a Chapter 1 provides a theoretical introduction to heterogeneity and SRH. It describes three failure points for heterogeneity and explains the construct SRH. Chapter 2 provides the first empirical test. Using 23 years of panel data from the National Basketball Association (NBA), we establish a positive relationship between SRH and team performance. We provide three mechanism tests that map onto the three failure points of heterogeneity. We find the positive effect of heterogeneity for teams with SRH performance decays more slowly, teams with SRH are less negatively affected by team turnover among core players, and teams with SRH exhibit more coordination and cooperation, all of which are correlated with superior team performance.
520 $a Chapter 3 provides a proof of concept experimental test for improved performance by SRH teams. Using an original gradient search task, we provide experimental support for a positive relationship between SRH and performance. This chapter focuses specifically on the effect of SRH on information pooling while each team searches for a maximum value location in a two-dimensional space. In this task, groups are structured into core and periphery team members. The core members are heterogeneous based on differential information received. In the initial stage, pairs of core and periphery members communicate with each other. In the SRH condition core and periphery members, possess the same knowledge; in the non-redundancy case, core and periphery members possess different knowledge. Core members then meet in a group chat and make a decision on the location of the local maximum. SRH groups make the correct decision more than non-redundant groups. Illustrative evidence of the mechanism is also provided. SRH groups exhibit more dispersed search, they pool information better, and they are more confident in their decisions. Chapter 4 discusses limitations, implications, and further research.
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