Leadership and Faultlines in Chinese Organizations (part of a joint symposium entitled Impact of Faultlines on Individual Perspectives and Behaviors in Teams)
Refereed conference paper presented and published in conference proceedings

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AbstractGroup faultline, which refers to the alignment of members with similar attribute(s) and the possibility that they will form subgroups, is a key team compositional construct (Lau & Murnighan, 1998). Underlying the consistent results, a few assumptions are implied. First, the concept of faultline is universal such that it can be applied in all group types, hierarchical levels in organizations, organizational types, and even countries or cultures. Surprisingly, most empirical studies about group faultline were based on US or European samples (Thatcher & Patel, 2012), but very few were based on Chinese samples – which has been s a popular sample source for leadership studies (for instance, Su, Lau, & Poon, 2016). Many prior studies compose group faultlines on the basis of member demographic attributes and a robust faultline effect was group conflict (Thatcher & Patel, 2012). However, in other countries, like China, where harmony is preferred (Chen, Ünal, Leung, & Xin, 2016), it is not clear whether group faultline matters, whether demographic attributes matter, and how faultine effects are manifested, if any. These questions offer potential challenges to whether group faultline is a universal concept or whether group faultline effects are culture-specific.
All Author(s) ListLau D. C., Shore L., Su Q., Anderson K.
Name of Conference2017 Annual Meeting of the Academy of Management
Start Date of Conference04/08/2017
End Date of Conference08/08/2017
Place of ConferenceAtlanta, Georgia
Country/Region of ConferenceUnited States of America
LanguagesEnglish-United States

Last updated on 2018-25-05 at 12:56