In the Short Term We Divide, in the Long Term We Unite: Demographic Crisscrossing and the Effects of Fault lines on Subgroup Polarization

• 成果类型: Article
• 署名作者: Maes, Michael; Flache, Andreas; Takacs, Karoly; Jehn, Karen A.
• 署名单位: Swiss Federal Institutes of Technology Domain; ETH Zurich; University of Groningen; HUN-REN; HUN-REN Centre for Social Sciences
• 刊物名称: ORGANIZATION SCIENCE
• ISSN/ISSBN: 1047-7039
• DOI: 10.1287/orsc.1120.0767
• 发表日期: 2013
• 页码: 716-736
• 关键词: group processes and performance; diversity in organizations; computer simulations; mathematical models; social networks

摘要

Do strong demographic faultlines breed opinion polarization in work teams? We integrate two theories that have been used to explain faultline effects. The first, the approach of Lau and Mumighan [Lau DC, Mumighan JK (1998) Demographic diversity and faultlines: The compositional dynamics of organizational groups. Acad. Management Rev. 23(4325-340], suggests that in teams with strong faultlines the mechanisms of homophilous selection of interaction partners and persuasive influence cause subgroup polarization, defined as the split of the team into subgroups holding opposing opinions. The second, from sociological and anthropological traditions, emphasizes that crisscrossing actors bridge faultlines because they share demographic attributes with several subgroups. Demographically crisscrossing actors help to prevent polarization in social groups. We argue that Lau and Mumighan's theory implicitly factors in the effects of crisscrossing actors. However, we show that the authors overlooked crucial implications of their theory because they did not consider crisscrossing actors explicitly. Most importantly, we demonstrate that demographic crisscrossing implies that even teams with strong faultlines will overcome polarization in the long run, although they might suffer from it in the short term. We develop and analyze a formal computational model of the opinion and network dynamics in work teams to show the consistency of our reasoning with Lau and Mumighans' theory. The model also revealed another counterintuitive effect: strong faultlines lead to structures of interaction that make teams with strong faultlines faster in arriving at a stable consensus than teams with weak faultlines.