Conflict Group Theory Analysis

Scholars have explained the dysfunctional impact of diversity by the conflict group theory. The latter theory describes a fierce competition between groups within a team for important and restricted information or resources. Thus, this explains the amplified in-group solidarity and out-group devaluation within the same team. These processes cause communication issues and factionalism, which result in a decline in group functioning (Brief et al., 2005). Also called social categorization, this theory holds the perspective that resemblances and disparities are the foundation for categorization processes in teams. These processes discern between self and others whilst also distinguishing between its own in-group and other out-groups within the
In his research, Blau claims that cultural diversity involves divergent dynamics and variant organizational results. He asserts that culturally homogeneous groups better communicate with one another as they share a similar culture, analogous worldviews and perceptions (Earley & Mosakowski, 2000). In the case of international teams, people working in the same country would share common work practices, worldviews and perceptions as the national culture, the subsidiary’s culture and the work environment influence them. The social identity theory also encompasses the fact that homogeneous groups not only avoid conflicts but they more particularly decrease emotional conflict (Williams & O’Reilly, 1998). Since homogeneity does not involve cultural barriers for instance, members foster positive interactions and association, which increases their satisfaction level when working in groups (Blau, 1977; Williams & O’Reilly, 1998). Whether out-group members are part of another culture or sub-culture that is unfamiliar to in-group members within the team plays a critical role in communication, especially when there are linguistic or paralinguistic differences (Tsui et al., 1992). Likewise, impalpable differences create subtler issues related to communication and understanding in the team. For example, groups within the team from different cultures and nationalities seem to experience communication
Following the principle of functional antagonism introduced by Turner (1985), members will tend to de-emphasize their unique qualities to integrate to the group. Members who align themselves to the group’s attitudes, behavior and perceptions usually undergo a change in order to sign on to group