Emergent power-separated and power-centered faultlines and team performance: A social dominance perspective

Description

Research on team demographic faultlines has emphasized identity separation and corresponding negative effects on team performance (Lau & Murnighan, 1998), but paid less attention to power as an important base of faultlines (Carton & Cummings, 2012), and unique working mechanisms of power-based faultlines. This study will take power as a base of faultlines and investigate how two types of power-based faultlines—power-separated faultlines and power-centered faultlines—will emerge. Moreover, this study will apply the social dominance theory to explain how power-separated faultlines and power-centered faultlines will influence team power struggling and open communication differently, through which to impact team performance. By investigating the emergence of two types of power-based faultlines as well as their different working mechanisms on team performance, this study will aim to elucidate the complexity of managing power imbalances and power-based faultlines in teams.

Period	4 Aug 2023 → 8 Aug 2023
Held at	Academy of Management (AOM)
Degree of Recognition	International