This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Similar articles in ISI Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Tyran, K. L. Articles by Gibson, C. B. Search for Related Content Social Bookmarking                   What's this?

Is What You See, What You Get?

The Relationship Among Surface- and Deep-Level Heterogeneity Characteristics, Group Efficacy, and Team Reputation

Western Washington University

Cristina B. Gibson

University of California, Irvine

In this study, the authors observed and examined 57 bank branch teams to better understand the consequences of two types of team heterogeneity— surface level (gender and ethnicity) and deep level (collectivism cultural values and tenure)—on internal (group efficacy) and external (team reputation) team outcomes, arguing in general that heterogeneity has a negative impact on group efficacy but a positive impact on team reputation. As proposed, teams with lower tenure heterogeneity had higher group efficacy, and teams with higher gender heterogeneity and higher collectivism heterogeneity received better ratings on team reputation. However, contrary to the hypotheses, the relationship between collectivism heterogeneity and group efficacy was positive, and the relationship between ethnic heterogeneity and team reputation was negative. Implications for theories of social cognition, group development, and international management are discussed.

Key Words: team heterogeneity • group efficacy • team reputation

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?

This article has been cited by other articles:

				C. Goldberg, C. M. Riordan, and L. Zhang Employees' Perceptions of Their Leaders: Is Being Similar Always Better? Group Organization Management, June 1, 2008; 33(3): 330 - 355. [Abstract] [PDF]