PropertyValue
?:abstract
  • We examined how surface-level diversity (based on race) and deep-level similarities influenced three-person decision-making groups on a hidden-profile task. Surface-level homogeneous groups perceived their information to be less unique and spent less time on the task than surface-level diverse groups. When the groups were given the opportunity to learn about their deep-level similarities prior to the task, group members felt more similar to one another and reported greater perceived attraction, but this was more true for surface-level homogeneous than surface-level diverse groups. Surface-level homogeneous groups performed slightly better after discovering deep-level similarities, but discovering deep-level similarities was not helpful for surface-level diverse groups, who otherwise outperformed surface-level homogeneous groups. We discuss the implications of this research for managing diversity in the workplace. (xsd:string)
?:contributor
?:dateModified
  • 2006 (xsd:gyear)
?:datePublished
  • 2006 (xsd:gyear)
?:doi
  • 10.1177/1368430206067557 ()
?:duplicate
?:hasFulltext
  • true (xsd:boolean)
is ?:hasPart of
?:inLanguage
  • en (xsd:string)
?:isPartOf
?:issueNumber
  • 4 (xsd:string)
?:linksDOI
?:linksURN
is ?:mainEntity of
?:name
  • Surface-Level Diversity and Decision-Making in Groups: When Does Deep-Level Similarity Help? (xsd:string)
?:provider
?:publicationType
  • Zeitschriftenartikel (xsd:string)
  • journal_article (en)
?:sourceInfo
  • GESIS-SSOAR (xsd:string)
  • In: Group Processes & Intergroup Relations, 9, 2006, 4, 467-482 (xsd:string)
rdf:type
?:url
?:urn
  • urn:nbn:de:0168-ssoar-228044 ()
?:volumeNumber
  • 9 (xsd:string)