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The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration

Ramón Rico

Department of Social Psychology and Methodology, Autonomous University of Madrid, Spain, ramon.rico{at}uam.es

Eric Molleman

Department of Management and Organization, University of Groningen, the Netherlands

Miriam Sánchez-Manzanares

Department of Social Psychology, Complutense University of Madrid, Spain

Gerben S. Van der Vegt

Department of Management and Organization, University of Groningen, the Netherlands

This study examines the effects of diversity faultlines stemming from educational background and conscientiousness on team decision quality and social integration and the moderating role of team task autonomy. Using a 2 x 2 (Weak/Strong Faultlines x Low/High Team Task Autonomy) factorial design, 52 four-person teams performed a decision-making task. Diverse weak-faultline teams performed better and reported higher levels of social integration than did strong-faultline teams. Team task autonomy moderated these effects, showing that the differences become significant only under high autonomy conditions. Implications for team diversity research and design and management of work teams are discussed.

Key Words: team diversity faultlines • task autonomy • decision quality • social integration

Journal of Management, Vol. 33, No. 1, 111-132 (2007)
DOI: 10.1177/0149206306295307
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