Comparing alternative conceptualizations of functional diversity in management teams: Process and performance effects

J. Stuart Bunderson, Kathleen Sutcliffe

Research output: Contribution to journalArticle

Abstract

Functional diversity in teams has been conceptualized in a variety of ways without careful attention to how different conceptualizations might lead to different results. We examined the process and performance effects of dominant function diversity (the diversity of functional experts on a team) and intrapersonal functional diversity (the aggregate functional breadth of team members). In a sample of business unit management teams, dominant function diversity had a negative, and intrapersonal functional diversity, a positive effect on information sharing and unit performance. These findings suggest that different forms of functional diversity can have very different implications for team process and performance and that intrapersonal functional diversity matters for team effectiveness.

Original languageEnglish (US)
Pages (from-to)875-893
Number of pages19
JournalAcademy of Management Journal
Volume45
Issue number5
StatePublished - Oct 1 2002
Externally publishedYes

Fingerprint

Industry
Functional diversity
Conceptualization
Team performance
Team management
Team effectiveness
Information sharing

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

Cite this

Comparing alternative conceptualizations of functional diversity in management teams : Process and performance effects. / Stuart Bunderson, J.; Sutcliffe, Kathleen.

In: Academy of Management Journal, Vol. 45, No. 5, 01.10.2002, p. 875-893.

Research output: Contribution to journalArticle

@article{7e7a7878ba51482e85475c3aee0ead82,
title = "Comparing alternative conceptualizations of functional diversity in management teams: Process and performance effects",
abstract = "Functional diversity in teams has been conceptualized in a variety of ways without careful attention to how different conceptualizations might lead to different results. We examined the process and performance effects of dominant function diversity (the diversity of functional experts on a team) and intrapersonal functional diversity (the aggregate functional breadth of team members). In a sample of business unit management teams, dominant function diversity had a negative, and intrapersonal functional diversity, a positive effect on information sharing and unit performance. These findings suggest that different forms of functional diversity can have very different implications for team process and performance and that intrapersonal functional diversity matters for team effectiveness.",
author = "{Stuart Bunderson}, J. and Kathleen Sutcliffe",
year = "2002",
month = "10",
day = "1",
language = "English (US)",
volume = "45",
pages = "875--893",
journal = "Academy of Management Journal",
issn = "0001-4273",
publisher = "Academy of Management",
number = "5",

}

TY - JOUR

T1 - Comparing alternative conceptualizations of functional diversity in management teams

T2 - Process and performance effects

AU - Stuart Bunderson, J.

AU - Sutcliffe, Kathleen

PY - 2002/10/1

Y1 - 2002/10/1

N2 - Functional diversity in teams has been conceptualized in a variety of ways without careful attention to how different conceptualizations might lead to different results. We examined the process and performance effects of dominant function diversity (the diversity of functional experts on a team) and intrapersonal functional diversity (the aggregate functional breadth of team members). In a sample of business unit management teams, dominant function diversity had a negative, and intrapersonal functional diversity, a positive effect on information sharing and unit performance. These findings suggest that different forms of functional diversity can have very different implications for team process and performance and that intrapersonal functional diversity matters for team effectiveness.

AB - Functional diversity in teams has been conceptualized in a variety of ways without careful attention to how different conceptualizations might lead to different results. We examined the process and performance effects of dominant function diversity (the diversity of functional experts on a team) and intrapersonal functional diversity (the aggregate functional breadth of team members). In a sample of business unit management teams, dominant function diversity had a negative, and intrapersonal functional diversity, a positive effect on information sharing and unit performance. These findings suggest that different forms of functional diversity can have very different implications for team process and performance and that intrapersonal functional diversity matters for team effectiveness.

UR - http://www.scopus.com/inward/record.url?scp=0036810804&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0036810804&partnerID=8YFLogxK

M3 - Article

AN - SCOPUS:0036810804

VL - 45

SP - 875

EP - 893

JO - Academy of Management Journal

JF - Academy of Management Journal

SN - 0001-4273

IS - 5

ER -