Cultural Diversity's Impact On Interaction Process and Performance: Comparing Homogeneous and Diverse Task Groups

  • Watson W
  • Kumar K
  • Michaelsen L
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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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Watson, W. E., Kumar, K., & Michaelsen, L. K. (1993). Cultural Diversity’s Impact On Interaction Process and Performance: Comparing Homogeneous and Diverse Task Groups. Academy of Management Journal, 36(3), 590–602. https://doi.org/10.5465/256593

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