Demographic antecedents and performance consequences of structural holes in work teams
Demographic antecedents and performance consequences of structural holes in work teams
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DOI：
10.1002/job.428
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发表时间：
2007-02-01
影响因子：
6.8
通讯作者：
Michael, Judd H.
中科院分区：
文献类型：
--
作者：
Balkundi, Prasad;Kilduff, Martin;Michael, Judd H.
本文讨论了两个重要的问题，社会分裂的工作团队。首先，团队成员之间的脱节（以工作团队中结构性漏洞的比例来衡量）是从哪里来的？第二，团队成员之间存在或多或少的结构漏洞对团队绩效有什么影响？在回答第一个问题时，该研究调查了团队中的人口多样性是否在预测团队友谊网络中的结构洞比例方面发挥了作用。对于一家木制品公司的19个团队，种族和性别多样性对结构孔比例没有影响。然而，年龄的多样性显着降低了结构的空洞的程度。在研究第二个问题时，考虑了两种相反的倾向。在没有结构漏洞的情况下，团队可能会面临低风险的新想法。但是，团队成员被许多结构性漏洞分隔开的分散团队可能难以协调。研究人员证明了一个曲线效应：团队中适度的结构多样性与团队绩效呈正相关。因此，研究表明，在预测团队绩效时，结构多样性（以结构漏洞的比例衡量）而不是人口多样性。版权所有（c）2006约翰威利父子有限公司。
This paper addresses two important questions concerning social fragmentation in work teams. First, from where do disconnections between team members, measured in terms of the proportion of structural holes within the work team, derive? Second, what are the consequences for team performance of having more or less structural holes between team members? In answering the first question, the research investigated whether demographic diversity in teams played a role in predicting the proportion of structural holes in team friendship networks. For 19 teams at a wood products company, there were no effects of ethnic and gender diversity on structural hole proportions. However, age diversity significantly reduced the extent of structural 'holeyness.' In investigating the second question, two countervailing tendencies were considered. In the absence of structural holes, teams are likely to be at low risk for new ideas. But fragmented teams in which team members are separated by many structural holes are likely to have difficulty coordinating. The researchers demonstrated a curvilinear effect: a moderate level of structural diversity in teams was positively associated with team performance. Thus, the research suggested that it is structural diversity (measured in terms of the proportion of structural holes) rather than demographic diversity that matters in the prediction of team performance. Copyright (c) 2006 John Wiley & Sons, Ltd.