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dc.contributor.authorMeyer, Bertolt
dc.contributor.authorShemla, Meir
dc.contributor.authorLi, Jia
dc.contributor.authorWegge, Jürgen
dc.date.accessioned2022-10-28T02:36:32Z
dc.date.available2022-10-28T02:36:32Z
dc.date.issued2015en_US
dc.identifier.issn0022-2380
dc.identifier.doi10.1111/joms.12118
dc.identifier.urihttp://hdl.handle.net/20.500.12127/7130
dc.description.abstractExtending theory on faultlines and subgroups, we argue that faultlines splitting a team into homogeneous subgroups can have different effects on team members' individual performance, depending on different intra-subgroup processes. Specifically, we propose that the effect of faultline strength on individual performance depends on whether a team member's subgroup includes the team leader. Building on the notion of faultline triggers, we further propose that organizational crises exacerbate this interaction because they make social support by the team leader especially important. We tested these assumptions with objective performance data collected over a period of four years from 3263 financial consultants (325 teams) while controlling for the effects of relational demography. Results showed that in teams with strong faultlines, consultants' performance decreased to a lesser extent in crisis years if the consultants shared a subgroup with their team leader. Thus, faultlines had different effects on team members from different subgroups.en_US
dc.language.isoenen_US
dc.publisherWileyen_US
dc.subjectPerformance Standardsen_US
dc.subjectJob Performanceen_US
dc.subjectPerformance Managementen_US
dc.subjectTeams in the Workplaceen_US
dc.subjectSubgroup analysis (Experimental design)en_US
dc.subjectFaultlinesen_US
dc.subjectLeadershipen_US
dc.subjectPerformanceen_US
dc.subjectSubgroupsen_US
dc.subjectTeamsen_US
dc.titleOn the same side of the faultline: Inclusion in the leader’s subgroup and employee performanceen_US
dc.identifier.journalJournal of Management Studiesen_US
dc.source.volume52en_US
dc.source.issue2en_US
dc.source.beginpage354en_US
dc.source.endpage380en_US
dc.contributor.departmentTechnische Universität Chemnitzen_US
dc.contributor.departmentRotterdam School of Managementen_US
dc.contributor.departmentMaastricht Universityen_US
dc.contributor.departmentTechnische Universität Dresdenen_US
dc.identifier.eissn1467-6486
vlerick.knowledgedomainPeople Management & Leadershipen_US
vlerick.typearticleFT ranked journal article  en_US
vlerick.vlerickdepartmentPOen_US
dc.identifier.vperid300489en_US


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