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How Surface-Level and Deep-Level Faultlines Influence Team Performance through Subgroup Formation and Team Interaction Quality: A Meta-analytic Review

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  • Zhang, Yue
  • Chen, Hui

Abstract

This article develops a framework to test how surface-level and deep-level faultlines impact team performance through subgroup formation and team interaction quality. We test it with 96 empirical articles on team faultlines from 2002 to 2022, using meta-analytic techniques. Firstly, results suggest that subgroup formation and team interaction quality act as serial mediums through which surface-level and deep-level faultlines exert negative indirect effects on team performance. Secondly, moderator analyses reveal that increasing interaction time will mitigate the effects of surface-level faultlines but enhance the effects of deep-level faultlines. Finally, surface- and deep-level social faultlines and deep-level task faultlines are detrimental to team interaction quality, and these negative effects are mediated by subgroup formation. Surface-level task faultlines are beneficial to team interaction, and this positive effect does not work through subgroup formation.

Suggested Citation

  • Zhang, Yue & Chen, Hui, 2023. "How Surface-Level and Deep-Level Faultlines Influence Team Performance through Subgroup Formation and Team Interaction Quality: A Meta-analytic Review," Management and Organization Review, Cambridge University Press, vol. 19(5), pages 876-909, October.
    • Handle: RePEc:cup:maorev:v:19:y:2023:i:5:p:876-909_3
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