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
Publication statusPublished - Oct 1 2002
Externally publishedYes

    Fingerprint

ASJC Scopus subject areas

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

Cite this