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Cultural Diversity's Impact on Interaction Process and Performance: Comparing Homogeneous and Diverse Task Groups

Warren E. Watson, Kamalesh Kumar and Larry K. Michaelsen
The Academy of Management Journal
Vol. 36, No. 3 (Jun., 1993), pp. 590-602
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/256593
Page Count: 13
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Cultural Diversity's Impact on Interaction Process and Performance: Comparing Homogeneous and Diverse Task Groups
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Abstract

The interaction process and performance of culturally homogeneous and culturally diverse groups were studied for 17 weeks. Initially, homogeneous groups scored higher on both process and performance effectiveness. Over time, both types of group showed improvement on process and performance, and the between-group differences converged. By week 17, there were no differences in process or overall performance, but the heterogeneous groups scored higher on two task measures. Implications for management and future research are given.

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