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"Fitting In": The Effects of Relational Demography and Person-Organization Fit on Group Process and Performance

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  • O'Reilly, Charles A., III

    (Stanford U)

  • Elfenbein, Hillary Anger

    (U of California, Berkeley)

Abstract

We integrate two complementary streams of research on "fit" that document the positive impacts of similarity and the negative effects of dissimilarity. Fit with the organization's culture typically focuses on similarity in values while relational demography examines similarity or dissimilarity in demographic attributes. Although both approaches emphasize fit and draw on similar underlying theories, little research investigates both simultaneously. In a longitudinal study, both cultural and demographic fit had independent effects on performance; however, "deeper" value fit effects were stronger than "surface" demographic fit. These findings raise the possibility that previous findings of the negative effects from demographic heterogeneity may stem, in part, from a lack of underlying culture fit.

Suggested Citation

  • O'Reilly, Charles A., III & Elfenbein, Hillary Anger, 2005. ""Fitting In": The Effects of Relational Demography and Person-Organization Fit on Group Process and Performance," Research Papers 1728r, Stanford University, Graduate School of Business.
    • Handle: RePEc:ecl:stabus:1728r
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    References listed on IDEAS

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    1. Edwards, Jeffrey R., 1994. "The Study of Congruence in Organizational Behavior Research: Critique and a Proposed Alternative," Organizational Behavior and Human Decision Processes, Elsevier, vol. 58(1), pages 51-100, April.
    2. Sandra Spataro, 2002. "Not All Differences are the Same: The Role of Informal Status in Predicting Reactions to Demographic Diversity in Organizations," Yale School of Management Working Papers ysm262, Yale School of Management.
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