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Abstract: Title¡GThe Study of Team diversity, conflict and Team performance School¡GNational Sun Yat-Sen University Department ¡G Institute of Human Resource Management Academic year¡G2007 Author¡GJui-Shan Hu Adviser¡GDr. Bih- Shiaw Jaw Due to globalization competition of companies, the team diversity trend of managing team aggravates day by day, and team conflict-generating probability increase greatly. The previous literature related to multi-tonic team concentrates on team specialty and characteristic mainly, rarely focuses on the emotion and discusses it. If any research covers the emotional issues, the scope limits in individual emotion quotient as the major thread. Every person has different emotion, relatively, every team has different emotion also, some discovery indicates the team with higher emotion quotient has better ability to conduct and negotiate opinion difference of members, hence, producing better team performance. (Druskat & Wolff, 2001; transferred from Jordan et al., 2004) Group emotional intelligence establishment enables to encourage open and accept non-identical opinions and argumentation, enables to strengthen the positive effect the crash stimulates and weaken the negative impact the crash also gives (Jehn, 1995), hence, how can team pass through emotion quotient establishment in such culture, to reduce the negative impact the crash brings, so benefit the whole team performance. It is like , each member has his own characteristic, needing to pass collection and consensus reaching to gain the victory, this article is based on such background, envisage in the angle of team performance to understand how the team diversity influences team inharmonic and investigate the interference eclipsing team performance by correlation between group emotional intelligence and team conflict. This article uses questionnaire survey, by 244 effective samples from team¡¦s response, and by iterative analytic skill to process dates analyze, the result shows: 1. The task crash inside the team can boost team performance. 2. The relationship crash inside the team may eclipse team performance. 3. The group emotional intelligence adjustment dominates the relationship between crash and team performance, it approves establishing group emotional intelligence inside the team makes team members produce reliability, it can help reduce the negative impact the crash brings on the performance, for example: the inharmonic and negative temp on people relationship.

Abstract Teams, like companies, are going global. As Davision and Ward (1999) note, global teams are necessary for creating a company¡¦s ¡§sustainable global capability¡¨. The increasing complexities of scientific, sociological, and commercial issues demand that people from different cultural backgrounds and different nations collaborate in order to resolve global problems creatively and take advantage of global opportunities. Yet, global teams often face more challenges than collocated teams due to the nature of diversity. Thus, our research is aimed to study how the global team leaders lead to deal with the difference of cultural background, barrier of language, potential conflict etc., and still make a great teamwork. To reach the objective, the research adopts a case study method and takes the interviews with 8 global teams in Taiwan, and three members for each team, including a team leader and members from different countries. After data gathering and analysis, we generate 11 propositions.

Extending Hambrick¡¦s(1994) concept of behavioral integration, a real ¡§team¡¨ doesn¡¦t focus on its team-orientation design, but on the interaction among its members. The concept of behavioral integration describes the key process of interaction among team members. Owing to the characteristics of task and social emotional interdependence, some work units need to work as teams to complete their task. The article concludes related surveys, and constructs a theoretical framework. Using survey data from 100 basic work units, the researcher tests the structural model by applying structural equation method (SEM). Although not every hypothesis has been supported by sample, transformational leadership is positively related to team behavioral integration. Besides, the relation between behavioral integration, team conflicts and learning is found.

This thesis describes cooperation of one specific international team, with emphasis on different cultural backgrounds of individual members. The aim of this work is to analyze mutual communication, conflict resolutions and cooperation of a particular team composed of members of the Slovak, Czech and South African nationality. Then suggest improvements in their cooperation. The aim of the work is also to compare personal cultural preferences of individual members with Hofstede's dimensions characterizing national culture of countries they represent. The practical part consists of questionning specific team of international IT Company, operating in Slovakia, Košice. Used research method was questionnare consisting of closed as well as opened questions. The results of the research are specific recommendations for improving the cooperation of the team.

Thesis (Ph. D.)--Miami University, Dept. of Psychology, 2004. / Title from second page of PDF document. Includes bibliographical references (p. 43-54).

Design continuously re-defines its meaning. Over the last years, the way designers interpret information, solve problems as well as prototype and express ideas has received increased attention from domains outside of traditional design, especially from the business world. However, much of the design thinking discourse outside of traditional design centres around a few widely-read practitioner books and only builds on a rudimentary understanding of its principles. Likewise, the academic literature only offers a few rigorous investigations of the application of design thinking in the management and innovation domain, especially when it comes to thedevelopment of novice multidisciplinary teams. Therefore, this thesis provides an evaluation of the influence of the following five key themes discussed in the design thinking literature: Team diversity, iteration, learning styles, creative confidence, and team communication. These themes were explored during a quantitative quasi-experimental research study, which was built on a novel research framework. Data wascollected from 42 German research participants over a period of 10 month. The longitudinal perspective enabled the researcher to illustrate how novices develop design thinking competencies in projects over time. While investigating team diversity, multidisciplinary teams were found to produce significantly better project outcomes than single-discipline teams. On the other hand, diversity of personality traits was not found to have a significant effect on the final performance of teams. The exploration of iteration behaviour revealed that multidisciplinary teams did not iterate significantly more than single-discipline teams. In addition, more experienced participants approached design thinking projects slightly less iteratively thannovices. Overall, the degree of iteration was not found to have a significant effect on the final team performance. Regarding the use of different learning styles, it was discovered that, teams with a balance of learning styles achieved significantly better project outcomes than less-balanced teams. In terms of learning styles, participants approached design thinking tasks mainly through rational conceptualisation rather than concrete experience. Theanalysis of individual and team confidence showed that creative confidence developed slowly and linearly over the course of a project, but only partly carried over to new project and team settings. Furthermore, no evidence was found that higher levels of creative confidence directly influenced the quality of the project outcomes. The investigation of team communication revealed that the importance of individuals in design thinking teams significantlychanged over the course of a project. Contrary to previous assumptions, high degrees of internal team cohesion were found to have a significant negative effect on project outcomes. While several of these findings clarify and reiterate existing design thinking theory, others call for an adjustment of theory and highlight the need for more rigorous research. Several recommendations are offered for practitioners, educators, and researchers on how to incorporate the presented findings into practice and future research.

The recent wave of globalization triggered by the end of the Cold War and stimulated by progressing liberalization of trade and international migration policies has led to a significant surge in numbers of bicultural individuals, i.e. people with more than one ethnic identity (Nguyen & Benet-Martinez, 2007), and thus, a surge in bicultural employees. An emerging stream of research from psychology and organizational studies indicates that bicultural individuals have a particular set of skills and competencies that can contribute to the performance of international teams and, in turn, organizations. However, to date there has not been a large sample empirical study investigating the oft-stated relationship between biculturals and performance. This dissertation seeks to fill this gap in the literature by examining said relationship by relating the composition of national association football teams to results in six consecutive FIFA World Cup and six UEFA European Championship tournaments (i.e. the results of 272 teams in 12 competitions). The results indicate that biculturalism improves team performance when moderated by the cultural diversity of the competitive environment of the team. / Graduate

L’objectif de cette thèse est d’étudier, au niveau d’équipe, les antécédents de l’innovation au travail, ainsi que le rôle de la diversité sur ces relations. La diversité des attributs des membres des équipes est généralement étudiée comme un déterminant des résultats d’équipe. Cependant, nous proposons qu’elle puisse également avoir un rôle contextuel complexe. Avec le but d’évaluer ces idées, plusieurs études ont été menées dans : une organisation du service postal Italien (1) et une organisation militaire Italienne (2). Nous avons montré une relation positive entre la diversité d’âge et la créativité d’équipe (Chapitre 2, Article 1). Cette relation était plus forte pour des niveaux plus élevées de perception du climat d’inclusion au travail que pour les niveaux les plus faibles. De plus, la diversité peut également avoir un effet modérateur entre les facteurs d’équipe et l’innovation. Plus précisément, une relation positive a été mise en évidence entre le système de mémoire transactif et l’innovation d’équipes militaires et cette relation était modérée par la diversité de grade (Chapitre 3, Article 2). A des niveaux plus élevés de diversité de grade dans l’équipe, l’effet de la mémoire transactive sur l’innovation devenait non significatif. Enfin, nous avons montré que la diversité modère également d’autres déterminants de l’innovation d’équipe. Pour des niveaux de diversité d’âge faibles l’élaboration d’information relevant à la tâche à médié la relation entre la valeur organisationnelle perçue d’innovation et l’innovation d’équipe (Chapitre 4, Article 3). En complément, des analyses et études supplémentaires ont été réalisées afin d’étudier de manière plus approfondie les déterminants de l’innovation ainsi que le rôle, le type, et les effets de la diversité dans les équipes. Pour conclure, ces résultats montrent l’importance d’étudier les interactions entre la diversité et les facteurs déterminants de l’innovation dans les équipes de travail. / The objective of this dissertation is to study the team-level antecedents of innovation at work, as well as the role of team diversity’s in these relationships. The diversity of team member attributes is generally studied as an input of team outcomes; however, we argue that it can also adopt a more complex contextual role. With the purpose of evaluating the determinants of team innovation, several studies were carried out on: an Italian postal service organization (1) and on an Italian military organization (2). We found a positive relationship between age diversity and team creativity (Chapter 2, Article 1). This relationship was stronger at higher levels of perceived age inclusion climate than at lower levels. Additionally, diversity may also have a moderating effect between team-level factors and innovation. More precisely, a positive relationship was identified between transactive memory system and military unit innovation, and this relationship was moderated by grade diversity (Chapter 3, Article 2). At higher levels of military grade diversity, the effect of transactive memory on innovation became non-significant. Finally, we showed that diversity also moderated the effect of other team-level determinants of innovation. For low levels of team age diversity the elaboration of task-relevant information mediated the relationship between the perceived organizational value of innovation and team innovation (Chapter 4, Article 3). In addition, several analyses and additional studies were carried out with the purpose of studying more precisely the determinants of innovation as well as the role, type, and effects of team diversity. In conclusion, these results show the importance of studying the interactions between diversity and the antecedents of innovation in teams.

Although diversity provides a greater pool of knowledge and perspectives, teams often do not realize the potential offered by these additional informational resources. In this study, we develop a new model seeking to explain when and how teams that are diverse in terms of educational background utilize the afforded informational variety by engaging in deeper elaboration of task-relevant information. We found that collective team identification moderated the relationship between educational team diversity and elaboration of task-relevant information, such that under high (low) levels of team identification, educational diversity was positively (negatively) related to information elaboration. As expected, this moderating effect was shown to be mediated simultaneously through two different types of perceived team diversity. We found that the negative path was mediated through a perceived diversity measure reflecting a split into subgroups, whereas the positive path was mediated through a perceived diversity measure reflecting perceived educational heterogeneity. Taken together, this study contributes to the team diversity literature by shedding light on the important role of collective team identification in unlocking the potential of objective educational team diversity, by uncovering the underlying mechanisms accounting for this effect, and by demonstrating the usefulness of distinguishing between different types of perceived diversity.