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Triggering Faultline Effects in Teams: The Importance of Bridging Friendship Ties and Breaching Animosity Ties

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  • Hong Ren

    (Sheldon B. Lubar School of Business, University of Wisconsin–Milwaukee, Milwaukee, Wisconsin 53201)

  • Barbara Gray

    (Management and Organization Department, Smeal College of Business, Pennsylvania State University, University Park, Pennsylvania 16870)

  • David A. Harrison

    (Department of Management, McCombs School of Business, University of Texas at Austin, Austin, Texas 78712)

Abstract

We examine the complex effects of faultlines and network ties on team performance. By using panel data from 672 individuals in 148 research teams at a major U.S. university, we find that informal networks serve as triggers and dampeners of faultline effects. Team performance improved when friendship ties bridged the subgroups that were cleaved by existing faultlines but deteriorated when animosity ties breached the same subgroups. Overall, the results highlight the conceptual and empirical importance of (the location of) team members’ network patterns when studying how member composition influences team outcomes.

Suggested Citation

  • Hong Ren & Barbara Gray & David A. Harrison, 2015. "Triggering Faultline Effects in Teams: The Importance of Bridging Friendship Ties and Breaching Animosity Ties," Organization Science, INFORMS, vol. 26(2), pages 390-404, April.
    • Handle: RePEc:inm:ororsc:v:26:y:2015:i:2:p:390-404
    DOI: 10.1287/orsc.2014.0944
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    Cited by:

    1. Song Lin & Zhengda Xu & Zhenzhen Xie, 2023. "Cultural diversity in semi-virtual teams: A multicultural esports team study," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 54(4), pages 718-730, June.
    2. Vanessa Conzon & Ruthanne Huising, 2024. "Devoted but Disconnected : Managing Role Conflict Through Interactional Control," Post-Print hal-04553331, HAL.
    3. Ulrich Leicht‐Deobald & Hendrik Huettermann & Heike Bruch & Barbara S. Lawrence, 2021. "Organizational Demographic Faultlines: Their Impact on Collective Organizational Identification, Firm Performance, and Firm Innovation," Journal of Management Studies, Wiley Blackwell, vol. 58(8), pages 2240-2274, December.
    4. Alyson Meister & Sherry M.B. Thatcher & Jieun Park & Mark Maltarich, 2020. "Toward A Temporal Theory of Faultlines and Subgroup Entrenchment," Journal of Management Studies, Wiley Blackwell, vol. 57(8), pages 1473-1501, December.
    5. Autrey, Romana L. & Bauer, Tim D. & Jackson, Kevin E. & Klevsky, Elena, 2019. "Deploying “connectors”: A control to manage employee turnover intentions?," Accounting, Organizations and Society, Elsevier, vol. 79(C).
    6. Dana Minbaeva & Stacey Fitzsimmons & Chris Brewster, 2021. "Beyond the double-edged sword of cultural diversity in teams: Progress, critique, and next steps," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(1), pages 45-55, February.
    7. Shan Xue & Yi Tang & Yuehua Xu & Chu-Ding Ling & Xiao-Yun Xie & Shenjiang Mo, 2024. "How boards’ factional faultlines affect corporate financial fraud," Asia Pacific Journal of Management, Springer, vol. 41(1), pages 351-376, March.
    8. Linyuan Zhang & Jee Young Seong & Doo-Seung Hong, 2022. "Interactive Effects of Person–Group Fit and Team-Member Exchange in Predicting Continuous Improvement," Sustainability, MDPI, vol. 14(24), pages 1-9, December.

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