Abstract: Group composition and the effectiveness of organizational teams are an integral part of organisations. Managing of faultlines like diversity management will increase the trends that seem unlikely to change are that employees increasingly work in teams, typically cross-functional or project teams, and with people demographically work with. Extending the theory on faultlines we argue that faultlines splitting a team into homogeneous subgroups can have different effects on team members’ individual performance, depending on different intra-subgroup processes. For this the Namibian top management team (TMT) data, will attempt to form a case for incorporating faultline algorithms for practical team analysis. The Namibian results reflect that strong demographic faultline subgroups matter for the documented and surveyed teams. While the strong demographic subgroups increased the faultlines seems to get weaker, but the number of subgroups seems to be unaffected. Nevertheless, the measure that measure faultlines and subgroups mimic each other and clearly measure the same subgroup size. Our focus on subgroups as an element of team composition also enables us to make a fresh contribution to the large body of literature that addresses team heterogeneity.
Keywords: Top Management team diversity, faultline, faultline computations, and subgroups.
Title: FAULTLINES: APPLYING THE RICHNESS TO NAMIBIAN TOP MANAGEMENT TEAM DIVERSITY DEMOGRAPHICS
Author: Albert Isaacs, Marius F. Johannes, Sitali Brian Lwendo.
International Journal of Social Science and Humanities Research
ISSN 2348-3156 (Print), ISSN 2348-3164 (online)
Research Publish Journals
