岭南学术交流会（商务管理系）

报告题目：Emergent Power-Based Faultlines and Team Outcomes

报  告 人：SU, Qin（Ph.D. Candidate, The Chinese University of Hong Kong）

主  持 人：汪林（中山大学岭南学院 副教授）

时      间：2019年7月9日（周二）下午14:30-16:30

地      点：岭南堂伍舜德会议室

语      言：英文+中文

摘要：

Drawing on social identity theory and the rivalry research, two types of power-based faultline are proposed. Taking the social identity perspective (Tajfel & Turner, 1986), Carton and Cummings (2012) proposed that power-based faultlines (Lau & Murnighan, 1998) will divide the team into powerful versus powerless subgroups, which is named power-separated faultline. Power-separated faultline is strongest when one subgroup possesses extremely high power, whereas another subgroup possesses extremely low power. On the other hand, drawing on the rivalry research (Kilduff, Elfenbein, & Staw, 2010) and the dominance-submission interaction patterns between powerful and powerless individuals (Tiedens & Fragale, 2003; Tiedens, Unzueta, & Young, 2007), I propose that members with similar high power or similar low power are more likely to experience rivalry and less powerful members are more likely to identify with more powerful members (Ashforth, Schinoff, & Rogers, 2016), therefore, power-centered faultlines are likely to emerge in the team. Power-centered faultline is the strongest when two subgroups emerged around two powerful individuals and the two subgroups are balanced in terms of power level.

In groups with strong power-separated faultlines, subgroups with unequal power are expected. According to the social dominance theory (Sidanius & Pratto, 2012), the powerful subgroup is more likely to dominate team decision making and to suppress the voice from powerless subgroups, therefore, the team is going to experience less overt conflict and less open communication. Results from 56 work teams supported the suppressing effect of power-separated faultline on team power struggling, relational conflict, status conflict, and task conflict, but not on open communication and process conflict. On the other hand, in groups with strong power-centered faultline, power varies within subgroups, each subgroup is headed by a powerful member and subgroup power tend to be equal. Based on social dominance theory (Sidanius & Pratto, 2012), when the power-centered faultline is strong, subgroups with a similar level of power are more likely to compete for power and dominance in the team, which will lead to more overt inter-subgroup power struggling and conflicts. On the bright side, this type of power-based faultline will lead to more open communication within the team. Results from 56 work teams supported that strong power-centered faultline led to more relational and process conflict.

报告人简介：

Qin Su is a Ph.D. candidate of organizational behavior and human resource management at The Chinese University of Hong Kong. Her research interests are in team faultline, subgroup, inter- and intra-team social network, new venture team, and newcomer socialization.

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