In the Short Term We Divide, in the Long Term We Unite: Demographic Crisscrossing and the Effects of Faultlines on Subgroup Polarization

Michael Mäs (), Andreas Flache (), Károly Takács () and Karen A. Jehn ()
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Michael Mäs: Chair of Sociology, in particular of Modeling and Simulation, ETH Zurich, 8092 Zurich, Switzerland
Andreas Flache: Department of Sociology/Interuniversity Center of Social Science Theory and Methodology, University of Groningen, 9712TG Groningen, The Netherlands
Károly Takács: MTA TK “Lendület” Research Center for Educational and Network Studies (RECENS), H-1014 Budapest, Hungary
Karen A. Jehn: Melbourne Business School, Carlton, Victoria, 3053 Australia

Organization Science, 2013, vol. 24, issue 3, 716-736

Abstract: Do strong demographic faultlines breed opinion polarization in work teams? We integrate two theories that have been used to explain faultline effects. The first, the approach of Lau and Murnighan [Lau DC, Murnighan JK (1998) Demographic diversity and faultlines: The compositional dynamics of organizational groups. Acad. Management Rev. 23(2):325–340], suggests that in teams with strong faultlines the mechanisms of homophilous selection of interaction partners and persuasive influence cause subgroup polarization, defined as the split of the team into subgroups holding opposing opinions. The second, from sociological and anthropological traditions, emphasizes that crisscrossing actors bridge faultlines because they share demographic attributes with several subgroups. Demographically crisscrossing actors help to prevent polarization in social groups. We argue that Lau and Murnighan’s theory implicitly factors in the effects of crisscrossing actors. However, we show that the authors overlooked crucial implications of their theory because they did not consider crisscrossing actors explicitly. Most importantly, we demonstrate that demographic crisscrossing implies that even teams with strong faultlines will overcome polarization in the long run, although they might suffer from it in the short term. We develop and analyze a formal computational model of the opinion and network dynamics in work teams to show the consistency of our reasoning with Lau and Murnighans’ theory. The model also revealed another counterintuitive effect: strong faultlines lead to structures of interaction that make teams with strong faultlines faster in arriving at a stable consensus than teams with weak faultlines.

Keywords: group processes and performance; diversity in organizations; computer simulations; mathematical models; social networks (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (11)

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