Exploring collective identity dynamics in diverse teams

This presentation summarizes the findings of an exploratory field study investigating the emergence of collective identity in diverse teams. Extant research
on the nexus of diversity and identity has almost exclusively focused on the effects of collective identity, i.e., its moderating role on the diversity-outcome relationship (e.g., van der Vegt & Bunderson, 2005). In contrast, the emergence of collective identity has hardly been investigated in the context of diverse teams. Our study aims at filling this gap in research by developing a process model of collective identity construction in diverse teams. To account for the process nature of our research interest, we adopt a qualitative theory-generating approach according to the principles of Grounded Theory (Corbin & Strauss, 2008; Glaser & Strauss, 1967). Interview and survey data were collected from seven cross-organizationally staffed diverse work teams tasked with the coordination, planning, and implementation of collaborative efforts in the context of two United Nations peacebuilding operations. The emerging model describes collective identity construction as a process consisting of two phases of in- and outgroup comparisons. While the first phase is characterized by intra-group comparisons based on members' original subgroup identities (e.g., ethnicity, organizational background, age), in the second phase, comparisons are made vis{vis outside actors on the basis of the emerging collective team identity.

Within these two phases, our model distinguishes between two cognitive sensemaking steps: (1) sensemaking regarding members' individual roles in the team, and (2) collective sensemaking by the team as a whole. Furthermore, six contingency factors for the successful development of a collective identity in diverse teams are identified (leadership, interaction and communication, instrumentality, scope of autonomy, personnel continuity, and team outcomes). Given the importance of a strong collective identity for team performance (van Knippenberg & Ellemers, 2003), our findings are of high practical relevance. Both the exploration of the identity formation process and the identification of critical contingency factors allow for the derivation of valuable implications for the effective management of diverse teams (e.g., in the domains of team leadership or team member motivation).