• 한국산업정보학회:학술대회논문집
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• 한국산업정보학회 2008년도 추계 공동 국제학술대회
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• pp.249-254
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• 2008

Since Lau and Murnighan first introduced the concept of faultlines in 1998, there are many extended studies related to faultlines theory. It is obvious that faultlines theory adds valuable explanations in addition to what numerous previous demographic studies have explored. However, previous research has not been able to fully integrate the characteristics embedded in the workplace environments, and the influence of faultlines in IT industries has yet to be explored. So it is not reasonable and convincing to extend the findings from previous faultlines research to other industries in the global world. In this study, IT related influence is given considerable weight into traditional faultlines theory and the impact of IT-based faultlines is revealed. Our study indicates that IT-based faultlines have negative impact on task conflict, process conflict and relationship conflict, and also have negative impact on individual outcomes such as individual performance and satisfaction. The influence of IT-based faultlines on people s intend to remain in the current organization is found to be insignificant. Our empirical study reconfirmed that faultlines are important indicator in group works and also that faultlines are intimately related to various conflicts and individual outcomes. We hope our research findings would be beneficial to the organizations concerned with effective and efficient group work.

• 한국컴퓨터정보학회논문지
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• 제14권3호
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• pp.237-248
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• 2009

1998년 Lau와 Murnighan의 faultline 이론이후 많은 연구가 진행되었으며 이는 기존의 인구통계학 연구가 밝혀낸 것 외에 많은 유용한 해석을 가능하게 하였다. 그러나 종전의 연구들은 직장환경이 미치는 영향에 대해 충분히 검토하지 못하였으며 IT기업에 있어 faultline의 영향은 탐구되지 못하였다. 본 논문에서는 이전의 faultline 이론을 바탕으로 IT-based faultlines을 제시하였고 그 영향력를 연구하였다. 본 연구는 IT-based faultlines은 task conflict와 process conflict에 부정적인 영향을 미치며, 이 두 종류의 Conflict는 IT-based faultlines의 영향을 그룹 퍼포먼스에 전달하는 것을 보여주었다. 또한 조절변수 commitment는 IT-based faultlines과 그룹 퍼포먼스사이에 조절작용이 없는 것으로 나타난 반면 open communication는 강력한 조절작용을 나타냈다. 이 연구의 결과는 faultline은 그룹워크에서 중요한 요소임을 나타냄과 동시에, conflict 및 그룹 퍼포먼스와도 필은 연관성이 있음을 보여주었다.

• The Journal of Asian Finance, Economics and Business
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• 제7권3호
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• pp.311-322
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• 2020

This study aims to examine curvilinearly moderating effects of task interdependence on the relationship between demographic faultlines and group performance. It posits that the degree of task interdependence has an impact on the effects of demographic faultlines. It was conducted in six organizations in Korea, their industries including heavy industries, hospital, construction, petrochemical, fine chemicals, and system integration. The survey was distributed to 1330 individuals in 162 teams and 1082 individuals in 137 teams responded to the questionnaire. To test the hypotheses including nonlinear interactions, we conducted a hierarchical regression analysis to the survey data from 82 groups within six firms in Korea. The results show that for groups that experience a high level of task interdependence, the slope for the regression of demographic faultlines on group performance is comparatively low and, at the low level of task interdependence, insignificant. However, at intermediate levels of task interdependence, the association was strongly negative and significant. This study finds that the negative relationship between demographic faultlines and group performance is stronger when task interdependence is moderate than when task interdependence is high or low. Therefore, managers should pay attention to optimal group design by carefully assigning tasks in diverse and divided groups.

• The Journal of Asian Finance, Economics and Business
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• 제5권4호
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• pp.149-160
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• 2018

An alternative method for team diversity studies is to examine demographic faultlines. A concept of demographic faultline enables us to better understand team dynamics with multidimensional diversity. This study suggests the demographic faultline as a new situational factorto influence the relationship between leader teamwork behaviors and a climate of support for innovation. When subgroups divided by demographic faultline are homogeneous within them and heterogeneous between them, the homogeneity may increase intimacy in each subgroup while the heterogeneity may increase exclusiveness between those subgroups. We argued that a leader could play an important role to build a cooperative relationship between faultline-based subgroups and highlight positive aspects of developing and maintaining subgroups in organizations. With a sample of 81 teams (558 employees), it was examined how leader teamwork behaviors would affect a team-level climate of support for innovation and how this relationship would be moderated by each team's demographic faultline (gender, age, and educational specialty). As predicted, it was found that there was a significant positive relationship between each leader's teamwork behaviors and each team's climate of support for innovation. In addition, this relationship was stronger for teams with strong faultline than with weak faultline. Our findings and their implications were further discussed.