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Why differences make a difference*" redux: A field study of the effect of conflict, diversity, and knowledge sharing on the performance of information technology project teams
Barbara Ann Hewitt
Paperback. ProQuest, UMI Dissertation Publishing 2011-09-02.
ISBN 9781243483782
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Publisher description
In a field study of a broad collection of workgroups, Jehn, Northcraft, and Neale (1999)explored "why differences make a difference" (p. 44) and concluded that differences in group composition (diversity) and differences between group members (conflict) positively affect workgroup performance. Based on the results of that study, the authors proposed a model of workgroup performance (Jehn 1999; Neale, Northcraft, and Jehn 1999). This study applies their general workgroup model to information technology (IT) project teams. IT project teams are diverse, almost by definition, with respect to expertise (due to the complexity of the IT task and the broad set of required knowledge domains). Therefore, IT project team members must share knowledge in order to be productive. This study extends Jehn's (1999) model to IT project teams by incorporating knowledge sharing. This research administered Jehn et al.'s (1999) survey (modified by incorporating items to measure knowledge sharing) to IT project team members and tested the individual hypotheses from Jehn et al.'s research using their methodology. These results offer insights for academics and project managers about the manner in which diversity and conflict can affect group processes within IT project teams and, ultimately, improve or degrade performance. *Jehn et al. 1999, p. 44
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Why differences make a difference*" redux: A field study of the effect of conflict, diversity, and knowledge sharing on the performance of information technology project teams
Book reviews » Why differences make a difference*" redux: A field study of the effect of conflict, diversity, and knowledge sharing on the performance of information technology project teams
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