집단 내 인력단층(Faultline)과 권력 불균형의 효과: 하위집단 간 연결관계 및 LMX 차별화의 조절효과

The purpose of this study is to develop a new theory of faultlines which explains a group-level diversity by examining actual inter-subgroup process divided by faultlines. In particular, we investigate the effects of power imbalance between subgroups on group performance by examining the degree of power which each subgroup members perceive about other subgroup members. In addition, we explore how the bridging ties between subgroups and leader-member exchange (LMX) differentiation moderate the effects of group faultline and power imbalance on group performance. We tested our hypotheses using data from 42 teams of 259 members in a manufacturing firm and a public company. The results supported that: 1) faultline itself did not affect group performance, but rather power imbalance between subgroups was negatively associated with group performance. 2) Moreover, the number of bridging ties between subgroups significantly mitigated the negative effect of power imbalance on group performance, representing moderating effect as well as independent positive effect of bridging ties. 3) However, another moderator, LMX differentiation, did not have significant effects despite its negative direction. One of the most important contributions of this study is that we find the importance of power as a key factor of diversity research. We show that power imbalance and bridging ties can shape inter- subgroup process using social network analysis. Based on these findings, we discuss some implications for management practice such as team design and team diversity management.