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CULTURAL DIVERSITY'S IMPACT ON INTERACTION PROCESS AND PERFORMANCE: COMPARING HOMOGENEOUS AND DIVERSE TASK GROUPS.

by W. E. Watson, K. Kumar, L. K. Michaelsen
Academy of Management Journal ()

Abstract

The interaction process and performance of culturally homogeneous and culturally diverse groups were studied for 17 weeks. Initially, ho- mogeneous groups scored higher on both process and performance ef- fectiveness. Over time, both types of group showed improvement on process and performance, and the between-group differences con- verged. By week 17, there were no differences in process or overall performance, but the heterogeneous groups scored higher on two task measures. Implications for management and future research are given.

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