User:Deolae/Functional diversity (organizational)

Costs
Although there has been much research on the benefits of functional diversity in groups, much of the early research was carried out in a laboratory or classroom setting as opposed to examining intact working groups within an organizational context. Contrary to the improved performance seen in laboratory settings, group diversity has seen substantially fewer benefits in intact working groups. Evidence from research on intact working groups has painted a less optimistic view of the benefits of diversity in groups due to possible dysfunctional elements such as increased stereotyping, in-group/out-group effects, dysfunctional conflict, and turnover. Studies suggest that diversity in attitudes and values may be associated with negative outcomes.

More recent studies have been carried out to uncover when and specifically how functional diversity influences team innovation and if other factors play moderating roles in this relationship. One of these is an examination of 96 research and development teams by Cheung, Gong, Wang, Zhou and Shi in 2016. The team sought to reconcile the mixed results on the relationship between functional diversity and team innovation and the results showed that knowledge sharing, and subsequent team innovation do not necessarily occur in functionally diverse teams. Their findings revealed that functional diversity had a negative indirect relationship with team innovation via knowledge sharing when affect-based trust in a team was low, and this relationship became less negative as the level of affect-based trust in a team increased. The relationship however was not significant when affect-based trust in a team was high. Their conclusion was that affect-based trust in a team moderates the effects of functional diversity on team innovation (via knowledge sharing).

In Ozenir and Booms (2020), an analysis of 37 teams revealed a significant negative relationship between functional diversity and information elaboration, and a significant positive relationship between information elaboration and team innovation. Furthermore, they cited that when the indirect effect of mediation was considered and the information elaboration was controlled for, the direct effect between functional diversity and team innovation became positive and significant.

Mechanics
The mechanism in which cases appear to give functionally diverse groups improved performance seem to lie within the conflict generated. Task conflict is the conflict that originates from different perspectives on how to complete a task whereas emotional conflict involves different and opposing emotions. Task conflict that was generated from diverse groups had a positive association with cognitive task performance whereas emotional conflict due to conflict with out-group members has been suggested to give groups problems and lead to poor performance. This could be the mechanism behind variability in task performance of functionally diverse workgroups.

Jehn et al. (1999), proposed that diversity could be split into knowledge and perspectives, social category, and value diversity. Knowledge and perspectives could be seen as task conflict and had the greatest positive impact while value diversity had the greatest negative effect on team performance. Evidence supports that value diversity creates the greatest conflicts, probably through emotional conflict. Emotional conflict leads to problems in team cohesiveness and team dynamics, which would in turn have a significant effect on team performance, overriding benefits from increased task conflict.

Williams and O’Reilly (1998), separates task and emotional conflict by discussing the commonly used information and decision-making theory and social categorization theory. The information and decision-making theory predicts that the availability of information due to diverse backgrounds will increase task conflict and produce new perspectives and ideas. The social categorization theory predicts that emotional conflict will stem from in-group/out-group effects due to diversity separating a team into smaller groups of similar people. Group members will attempt to make their in-group look better at the expense of the out-group, and similar group members will tend to like each other whereas dissimilar group members will tend not to like each other. Job stress that is likely to come from emotional conflict also had a detrimental on performance.

In a case study conducted by Rivera (2012) for hiring new employees in elite professional service firms, there was evidence that showed that similarity attributes were considered by the hiring managers and committee during the hiring process. After passing the initial interview requirements, employers would seek out candidates who not only meet the technical requirements of the job (for example, educational or relevant work experience), but would also pick potential employees who appear like themselves in areas such as experiences, academic achievements, leisure pursuits, and self-presentation styles. These attributes that were discovered were done during the discussion phase of the interview and would often be the greatest factor in whether a potential employee would be hired, even more so than the credentials on their resume. The most notable reason for this was due to the nature of the businesses being elite service firms that are client focused. Employers preferred to hire employees they could trust, as it was considered more important than technical skills, which employers believed could be trained into new hires over time.

Functional diversity in its implicit form within teams is found to have varied effects on innovation and team productivity. Real-world teams still needed to have positive affect-based trust to nourish innovation and operate with higher productivity. Studies exploring the positive and negative effects of functional diversity have identified nuances in how it is measured and perceived. For example, Bunderson and Sutcliffe (2002) established that functional diversity within a team comprised of narrow specializations is detrimental to productivity whereas a team of broader specialties will tend to work together better and hence operate at a higher level of innovation.

Functional diversity is advantageous to teams when the intention behind pursuing a high degree is a conscious effort to establish a high-performing team. When the environment in a functionally diverse team is conducive to information sharing and interpersonal dynamics are set up to be successful, the scale of innovation and productivity will soar than in a non-diverse team. Comparison is only possible with such levels of parity in internal dynamics and skill set combination and how organizational structure is formed. As a result, if there is a conscious effort to enable a team to be functionally diverse while establishing interpersonal dynamics and making the perspectives broader to account for different personas to co-exit there is significant value in innovation and productivity improvements. Real-world implications of functional diversity will thus be managed by the intentionality of the existence of diversity and supporting nuances that drive team, personal dynamics, and broadness of specialization of skillset.