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