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    From being diverse to becoming diverse: A dynamic team diversity theory

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    Publication type
    Vlerick strategic journal article
    Author
    Li, Jia
    Meyer, Bertolt
    Shemla, Meir
    Wegge, Jürgen
    Publication Year
    2018
    Journal
    Journal of Organizational Behavior
    Publication Volume
    39
    Publication Issue
    8
    Publication Begin page
    956
    Publication End page
    970
    
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    Abstract
    On the basis of the literature of open systems and team diversity, we present a new dynamic team diversity theory that explains the effect of change in team diversity on team functioning and performance in the context of dynamic team composition. Building upon the conceptualization of teams as open systems, we describe the enlargement and decline of team variety, separation, and disparity through member addition, subtraction, and substitution. Then, focusing on diversity enlargement, we theorize the contemporaneous and lasting effects of team diversity change on team performance change and on team processes and states leading to them. Dynamic team diversity theory expands the focus of team diversity research from teams' being more diverse than others to teams' becoming more diverse than before. It aims to advance team diversity research to be better aligned with the organizational reality of dynamic team composition. We also discuss methodological considerations in subsequent empirical testing of the theory and highlight how the theory and future research may help to guide organizational practice in recomposing work teams.
    Keyword
    Change, Dynamic Team Composition, Team Diversity, Team Performance
    Knowledge Domain/Industry
    People Management & Leadership
    DOI
    10.1002/job.2272
    URI
    http://hdl.handle.net/20.500.12127/7127
    ae974a485f413a2113503eed53cd6c53
    10.1002/job.2272
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