Faultline Activation and Deactivation and Their Effect on Conflict

30 Pages Posted: 20 Jun 2011

See all articles by Martijn van der Kamp

Martijn van der Kamp

University of Melbourne - Melbourne Business School

Brian V. Tjemkes

VU University Amsterdam

Karen A. Jehn

University of Melbourne - Melbourne Business School

Date Written: June 17, 2011

Abstract

In this study we present a multilevel cultural faultline model depicting the effect of faultlines in terms of national and organizational culture and personality on team conflict in offshore outsourcing teams. Some studies have addressed faultline activation, the process of triggering social categorization based on the salience of faultlines. However, faultline deactivation, the process of minimizing the salience of social categorization based on faultlines, is hardly tapped into. Therefore we introduce faultline deactivation to the concept of faultlines and include it with faultline activation to examine moderating effects. Based on an empirical study and interviews with experts, we find that the frequency of communication, as an activator, exacerbates the effects of faultline strength and that the group process of reflexivity, as a deactivator, mitigates the negative effects of faultline strength on team conflict.

Suggested Citation

van der Kamp, Martijn and Tjemkes, Brian V. and Jehn, Karen A., Faultline Activation and Deactivation and Their Effect on Conflict (June 17, 2011). IACM 24th Annual Conference Paper, Available at SSRN: https://ssrn.com/abstract=1866507 or http://dx.doi.org/10.2139/ssrn.1866507

Martijn Van der Kamp (Contact Author)

University of Melbourne - Melbourne Business School ( email )

200 Leicester Street
Carlton, Victoria 3053 3186
Australia

Brian V. Tjemkes

VU University Amsterdam ( email )

De Boelelaan 1105
Amsterdam, ND North Holland 1081 HV
Netherlands

Karen A. Jehn

University of Melbourne - Melbourne Business School ( email )

200 Leicester Street
Carlton, Victoria 3053 3186
Australia

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