Katerina Bezrukova - Academia.edu (original) (raw)

Papers by Katerina Bezrukova

SSRN Electronic Journal, 2000

We look at the relations between two third-party actors involved in violent conflict situations: ... more We look at the relations between two third-party actors involved in violent conflict situations: international peacekeepers and Non-Governmental Organizations (NGOs) in an ethnopolitical conflict site (i.e. Bosnia). We link the peacekeepers contact with NGOs (frequency and importance) to successful conflict resolution styles. We further link the peacekeepers choice of conflict resolution style to occurrence of problems between NGOs and peacekeepers. We also examine the moderating effects of training and perception of preparedness for the peacekeeping mission on the relationship between frequency of contacts with NGOs (cooperation with NGOs) and conflict resolution with NGOs. We develop hypotheses based on the literature on third party intervention and . We test our hypotheses on survey data from a sample of Dutch military peacekeepers on missions between 1995 and 1999 in Bosnia (N = 907). Implications for cooperation and effective intervention on that part of peacekeepers and NGOS in real conflict situations are discussed.

Human Resource Management, 2003

Since 1996 a group of industry chief executives and human resource professionals have been workin... more Since 1996 a group of industry chief executives and human resource professionals have been working together under the auspices of a non-profit organization called the Building Opportunities for Leadership Development (BOLD) Initiative to help American corporations learn how to leverage their cultural diversity for competitive advantage.

Academy of Management Proceedings, 2003

... Employees that exhibit accommodating, integrating, or compromising conflict management styles... more ... Employees that exhibit accommodating, integrating, or compromising conflict management styles typically have high concern for others (De Dreu et al ... and interact effectively with individuals from another culture (Black & Mendenhall, 1990; Fiedler et al., 1971; Harrison, 1992). ...

SSRN Electronic Journal, 2000

... Examining Ethnic Faultlines in Groups: A Multimethod Study of Demographic Alignment, Leadersh... more ... Examining Ethnic Faultlines in Groups: A Multimethod Study of Demographic Alignment, Leadership Profiles, Coalition Formation, Intersubgroup Conflict and Group ...

Academy of Management Annual Meeting Proceedings

... Employees that exhibit accommodating, integrating, or compromising conflict management styles... more ... Employees that exhibit accommodating, integrating, or compromising conflict management styles typically have high concern for others (De Dreu et al ... and interact effectively with individuals from another culture (Black & Mendenhall, 1990; Fiedler et al., 1971; Harrison, 1992). ...

Journal of Organizational Behavior

We examine the effects of subjectively experienced (as opposed to objectively prescribed) subgrou... more We examine the effects of subjectively experienced (as opposed to objectively prescribed) subgroups in a team. We propose two mechanisms that might explain the consequences of subgroup perceptions in teams: Affective integration (the degree to which teammates think they have quality interpersonal relationships) and cognitive integration (CI) (the degree to which teammates have learned to understand others interpretive frameworks). We test our theory using 64 MBA project teams. Cognitive integration moderated the effect of subgroup formation on team effectiveness, while affective integration mediated the decrement that subgroup formation had on team satisfaction. Our model is general for any team that has subgroups (regardless of their reason for forming), and so provides prescriptions as to how to maximize the benefits of subgroups while minimizing their liabilities. Copyright © 2010 John Wiley & Sons, Ltd.

SSRN Electronic Journal, 2000

... groups are to be kept at a greater distance than others (Mullick & Hraba, 2001). For exam... more ... groups are to be kept at a greater distance than others (Mullick & Hraba, 2001). For example, subjects in the Netherlands, the former Soviet Union, Pakistan, and the United Page 4. 4 ... (2): 325-340. Mullick, R., & Hraba, J. 2001. Ethnic attitudes in Pakistan. International Journal of ...

SSRN Electronic Journal, 2000

SSRN Electronic Journal, 2000

We explore group faultlines in peacekeeping troops on missions between 1995 and 1999 in Bosnia. G... more We explore group faultlines in peacekeeping troops on missions between 1995 and 1999 in Bosnia. Group faultlines are defined as hypothetical dividing lines that split a group into subgroups based on demographic characteristics (e.g. age, gender, etc.), culture, norms, work attitudes, and behavior of peacekeepers. In particular, we examine how potential faultlines become active faultlines and then result in task, relationship, and cultural conflict within a group of peacekeepers. We link these types of conflict to peacekeepers' satisfaction, perceived performance, and level of work stress. We test our hypotheses on survey data from a sample of 907 Dutch military peacekeepers (Ng = 168). Implications for practitioners and future research directions are discussed.

Organization Science, 2009

I n this study we examine a moderated model of group faultlines, team identification, and group p... more I n this study we examine a moderated model of group faultlines, team identification, and group performance outcomes. We extend research on faultlines by showing how different faultline bases (social category and information-based faultlines) may have differential effects on the performance of groups. In addition to faultline strength (the extent of demographic alignment across members within a group), we examine the distance between faultline-based subgroups (e.g., two members of age 20 are closer in age to two members of an opposing subgroup of age 25 than of two members of age 50). We test our model using an archival field methodology and multiple-source data (qualitative and quantitative) from 76 workgroups in a Fortune 500 information-processing company. Our results revealed that groups with social category faultlines had low team discretionary awards. Faultline distance further exacerbated the negative effects of strength in groups with social category faultlines and produced similarly negative effects in groups with information-based faultlines. Team identification served as a moderator enhancing performance of groups with information-based faultlines.

SSRN Electronic Journal, 2000

We look at the relations between two third-party actors involved in violent conflict situations: ... more We look at the relations between two third-party actors involved in violent conflict situations: international peacekeepers and Non-Governmental Organizations (NGOs) in an ethnopolitical conflict site (i.e. Bosnia). We link the peacekeepers contact with NGOs (frequency and importance) to successful conflict resolution styles. We further link the peacekeepers choice of conflict resolution style to occurrence of problems between NGOs and peacekeepers. We also examine the moderating effects of training and perception of preparedness for the peacekeeping mission on the relationship between frequency of contacts with NGOs (cooperation with NGOs) and conflict resolution with NGOs. We develop hypotheses based on the literature on third party intervention and . We test our hypotheses on survey data from a sample of Dutch military peacekeepers on missions between 1995 and 1999 in Bosnia (N = 907). Implications for cooperation and effective intervention on that part of peacekeepers and NGOS in real conflict situations are discussed.

… : New Directions in …, 2007

Page 1. Chapter 3 GROUP HETEROGENEITY AND FAULTLINES: COMPARING ALIGNMENT AND DISPERSION THEORIES... more Page 1. Chapter 3 GROUP HETEROGENEITY AND FAULTLINES: COMPARING ALIGNMENT AND DISPERSION THEORIES OF GROUP COMPOSITION Katerina Bezrukova, Sherry MB Thatcher, and Karen A. Jehn ABSTRACT ...

Organization Science, 2009

I n this study we examine a moderated model of group faultlines, team identification, and group p... more I n this study we examine a moderated model of group faultlines, team identification, and group performance outcomes. We extend research on faultlines by showing how different faultline bases (social category and information-based faultlines) may have differential effects on the performance of groups. In addition to faultline strength (the extent of demographic alignment across members within a group), we examine the distance between faultline-based subgroups (e.g., two members of age 20 are closer in age to two members of an opposing subgroup of age 25 than of two members of age 50). We test our model using an archival field methodology and multiple-source data (qualitative and quantitative) from 76 workgroups in a Fortune 500 information-processing company. Our results revealed that groups with social category faultlines had low team discretionary awards. Faultline distance further exacerbated the negative effects of strength in groups with social category faultlines and produced similarly negative effects in groups with information-based faultlines. Team identification served as a moderator enhancing performance of groups with information-based faultlines.

Journal of Organizational Behavior, 2004

We explore how the context of an organizational workgroup affects the relationship between group ... more We explore how the context of an organizational workgroup affects the relationship between group diversity and various performance outcomes. In particular, we theorize and empirically examine the moderating effects of three categories of workgroup context variables: cultures (people-and competition-oriented), strategies (stability-, growth-and customer-oriented), and human resource practices (diversity-and training-oriented). We perform analyses on 1528 workgroups from a Fortune 500 information-processing firm. The results showed, for example, that members of groups diverse in functional background were paid higher composite bonuses when their workgroup context emphasized people-oriented cultures and lower levels of bonuses in contexts with a focus on stability-oriented strategies. In addition, members of groups diverse in level of education were awarded higher amounts of bonuses in workgroup environments that emphasized customer-and growth-oriented strategies. However, members of such groups had lower levels of composite bonuses in environments that focused on training-and diversity-oriented human resource practices. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some implications for managers and group leaders.

Journal of Organizational Behavior, 2011

... MATTHEW A. CRONIN1*, KATERINA BEZRUKOVA2, LAURIE R. WEINGART3 AND CATHERINE H. TINSLEY4 1Scho... more ... MATTHEW A. CRONIN1*, KATERINA BEZRUKOVA2, LAURIE R. WEINGART3 AND CATHERINE H. TINSLEY4 1School of Management, George Mason University, Fairfax ... De Dreu, & Homan, 2004) and/or the suppression of others (Harrison et al., 1998; Zellmer-Bruhn, Maloney ...

Journal of Applied Psychology, 2012

By integrating literature on group faultlines, organizational cultures, and value congruence, thi... more By integrating literature on group faultlines, organizational cultures, and value congruence, this research presents a framework that explains how cultural alignment across organizational levels may influence the relationship between faultlines and performance. The hypotheses were tested using representatively sampled multisource qualitative and quantitative data on 138 teams from a Fortune 500 company. The present findings demonstrate that although informational faultlines were detrimental for group performance, the negative relationship between faultlines and performance was reversed when cultures with a strong emphasis on results were aligned, was lessened when cultures with a weak emphasis on results were aligned, and remained negative when cultures were misaligned with respect to their results orientation. These findings show the importance of recognizing alignments not only within groups (group faultlines) but also outside groups (cultural alignments between the group and departments) when considering their implications for group performance.

International Journal of Conflict Management, 2004

Abstract: To examine the effect of negotiation training and conflict management styles on the rel... more Abstract: To examine the effect of negotiation training and conflict management styles on the relations between third-party actors involved in international peacekeeping situations, we analyze data from a sample of Dutch military peacekeepers on missions between 1995 ...

SSRN Electronic Journal, 2000

We look at the relations between two third-party actors involved in violent conflict situations: ... more We look at the relations between two third-party actors involved in violent conflict situations: international peacekeepers and Non-Governmental Organizations (NGOs) in an ethnopolitical conflict site (i.e. Bosnia). We link the peacekeepers contact with NGOs (frequency and importance) to successful conflict resolution styles. We further link the peacekeepers choice of conflict resolution style to occurrence of problems between NGOs and peacekeepers. We also examine the moderating effects of training and perception of preparedness for the peacekeeping mission on the relationship between frequency of contacts with NGOs (cooperation with NGOs) and conflict resolution with NGOs. We develop hypotheses based on the literature on third party intervention and . We test our hypotheses on survey data from a sample of Dutch military peacekeepers on missions between 1995 and 1999 in Bosnia (N = 907). Implications for cooperation and effective intervention on that part of peacekeepers and NGOS in real conflict situations are discussed.

Human Resource Management, 2003

Since 1996 a group of industry chief executives and human resource professionals have been workin... more Since 1996 a group of industry chief executives and human resource professionals have been working together under the auspices of a non-profit organization called the Building Opportunities for Leadership Development (BOLD) Initiative to help American corporations learn how to leverage their cultural diversity for competitive advantage.

Academy of Management Proceedings, 2003

... Employees that exhibit accommodating, integrating, or compromising conflict management styles... more ... Employees that exhibit accommodating, integrating, or compromising conflict management styles typically have high concern for others (De Dreu et al ... and interact effectively with individuals from another culture (Black & Mendenhall, 1990; Fiedler et al., 1971; Harrison, 1992). ...

SSRN Electronic Journal, 2000

... Examining Ethnic Faultlines in Groups: A Multimethod Study of Demographic Alignment, Leadersh... more ... Examining Ethnic Faultlines in Groups: A Multimethod Study of Demographic Alignment, Leadership Profiles, Coalition Formation, Intersubgroup Conflict and Group ...

Academy of Management Annual Meeting Proceedings

... Employees that exhibit accommodating, integrating, or compromising conflict management styles... more ... Employees that exhibit accommodating, integrating, or compromising conflict management styles typically have high concern for others (De Dreu et al ... and interact effectively with individuals from another culture (Black & Mendenhall, 1990; Fiedler et al., 1971; Harrison, 1992). ...

Journal of Organizational Behavior

We examine the effects of subjectively experienced (as opposed to objectively prescribed) subgrou... more We examine the effects of subjectively experienced (as opposed to objectively prescribed) subgroups in a team. We propose two mechanisms that might explain the consequences of subgroup perceptions in teams: Affective integration (the degree to which teammates think they have quality interpersonal relationships) and cognitive integration (CI) (the degree to which teammates have learned to understand others interpretive frameworks). We test our theory using 64 MBA project teams. Cognitive integration moderated the effect of subgroup formation on team effectiveness, while affective integration mediated the decrement that subgroup formation had on team satisfaction. Our model is general for any team that has subgroups (regardless of their reason for forming), and so provides prescriptions as to how to maximize the benefits of subgroups while minimizing their liabilities. Copyright © 2010 John Wiley & Sons, Ltd.

SSRN Electronic Journal, 2000

... groups are to be kept at a greater distance than others (Mullick & Hraba, 2001). For exam... more ... groups are to be kept at a greater distance than others (Mullick & Hraba, 2001). For example, subjects in the Netherlands, the former Soviet Union, Pakistan, and the United Page 4. 4 ... (2): 325-340. Mullick, R., & Hraba, J. 2001. Ethnic attitudes in Pakistan. International Journal of ...

SSRN Electronic Journal, 2000

SSRN Electronic Journal, 2000

We explore group faultlines in peacekeeping troops on missions between 1995 and 1999 in Bosnia. G... more We explore group faultlines in peacekeeping troops on missions between 1995 and 1999 in Bosnia. Group faultlines are defined as hypothetical dividing lines that split a group into subgroups based on demographic characteristics (e.g. age, gender, etc.), culture, norms, work attitudes, and behavior of peacekeepers. In particular, we examine how potential faultlines become active faultlines and then result in task, relationship, and cultural conflict within a group of peacekeepers. We link these types of conflict to peacekeepers' satisfaction, perceived performance, and level of work stress. We test our hypotheses on survey data from a sample of 907 Dutch military peacekeepers (Ng = 168). Implications for practitioners and future research directions are discussed.

Organization Science, 2009

I n this study we examine a moderated model of group faultlines, team identification, and group p... more I n this study we examine a moderated model of group faultlines, team identification, and group performance outcomes. We extend research on faultlines by showing how different faultline bases (social category and information-based faultlines) may have differential effects on the performance of groups. In addition to faultline strength (the extent of demographic alignment across members within a group), we examine the distance between faultline-based subgroups (e.g., two members of age 20 are closer in age to two members of an opposing subgroup of age 25 than of two members of age 50). We test our model using an archival field methodology and multiple-source data (qualitative and quantitative) from 76 workgroups in a Fortune 500 information-processing company. Our results revealed that groups with social category faultlines had low team discretionary awards. Faultline distance further exacerbated the negative effects of strength in groups with social category faultlines and produced similarly negative effects in groups with information-based faultlines. Team identification served as a moderator enhancing performance of groups with information-based faultlines.

SSRN Electronic Journal, 2000

We look at the relations between two third-party actors involved in violent conflict situations: ... more We look at the relations between two third-party actors involved in violent conflict situations: international peacekeepers and Non-Governmental Organizations (NGOs) in an ethnopolitical conflict site (i.e. Bosnia). We link the peacekeepers contact with NGOs (frequency and importance) to successful conflict resolution styles. We further link the peacekeepers choice of conflict resolution style to occurrence of problems between NGOs and peacekeepers. We also examine the moderating effects of training and perception of preparedness for the peacekeeping mission on the relationship between frequency of contacts with NGOs (cooperation with NGOs) and conflict resolution with NGOs. We develop hypotheses based on the literature on third party intervention and . We test our hypotheses on survey data from a sample of Dutch military peacekeepers on missions between 1995 and 1999 in Bosnia (N = 907). Implications for cooperation and effective intervention on that part of peacekeepers and NGOS in real conflict situations are discussed.

… : New Directions in …, 2007

Page 1. Chapter 3 GROUP HETEROGENEITY AND FAULTLINES: COMPARING ALIGNMENT AND DISPERSION THEORIES... more Page 1. Chapter 3 GROUP HETEROGENEITY AND FAULTLINES: COMPARING ALIGNMENT AND DISPERSION THEORIES OF GROUP COMPOSITION Katerina Bezrukova, Sherry MB Thatcher, and Karen A. Jehn ABSTRACT ...

Organization Science, 2009

I n this study we examine a moderated model of group faultlines, team identification, and group p... more I n this study we examine a moderated model of group faultlines, team identification, and group performance outcomes. We extend research on faultlines by showing how different faultline bases (social category and information-based faultlines) may have differential effects on the performance of groups. In addition to faultline strength (the extent of demographic alignment across members within a group), we examine the distance between faultline-based subgroups (e.g., two members of age 20 are closer in age to two members of an opposing subgroup of age 25 than of two members of age 50). We test our model using an archival field methodology and multiple-source data (qualitative and quantitative) from 76 workgroups in a Fortune 500 information-processing company. Our results revealed that groups with social category faultlines had low team discretionary awards. Faultline distance further exacerbated the negative effects of strength in groups with social category faultlines and produced similarly negative effects in groups with information-based faultlines. Team identification served as a moderator enhancing performance of groups with information-based faultlines.

Journal of Organizational Behavior, 2004

We explore how the context of an organizational workgroup affects the relationship between group ... more We explore how the context of an organizational workgroup affects the relationship between group diversity and various performance outcomes. In particular, we theorize and empirically examine the moderating effects of three categories of workgroup context variables: cultures (people-and competition-oriented), strategies (stability-, growth-and customer-oriented), and human resource practices (diversity-and training-oriented). We perform analyses on 1528 workgroups from a Fortune 500 information-processing firm. The results showed, for example, that members of groups diverse in functional background were paid higher composite bonuses when their workgroup context emphasized people-oriented cultures and lower levels of bonuses in contexts with a focus on stability-oriented strategies. In addition, members of groups diverse in level of education were awarded higher amounts of bonuses in workgroup environments that emphasized customer-and growth-oriented strategies. However, members of such groups had lower levels of composite bonuses in environments that focused on training-and diversity-oriented human resource practices. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some implications for managers and group leaders.

Journal of Organizational Behavior, 2011

... MATTHEW A. CRONIN1*, KATERINA BEZRUKOVA2, LAURIE R. WEINGART3 AND CATHERINE H. TINSLEY4 1Scho... more ... MATTHEW A. CRONIN1*, KATERINA BEZRUKOVA2, LAURIE R. WEINGART3 AND CATHERINE H. TINSLEY4 1School of Management, George Mason University, Fairfax ... De Dreu, & Homan, 2004) and/or the suppression of others (Harrison et al., 1998; Zellmer-Bruhn, Maloney ...

Journal of Applied Psychology, 2012

By integrating literature on group faultlines, organizational cultures, and value congruence, thi... more By integrating literature on group faultlines, organizational cultures, and value congruence, this research presents a framework that explains how cultural alignment across organizational levels may influence the relationship between faultlines and performance. The hypotheses were tested using representatively sampled multisource qualitative and quantitative data on 138 teams from a Fortune 500 company. The present findings demonstrate that although informational faultlines were detrimental for group performance, the negative relationship between faultlines and performance was reversed when cultures with a strong emphasis on results were aligned, was lessened when cultures with a weak emphasis on results were aligned, and remained negative when cultures were misaligned with respect to their results orientation. These findings show the importance of recognizing alignments not only within groups (group faultlines) but also outside groups (cultural alignments between the group and departments) when considering their implications for group performance.

International Journal of Conflict Management, 2004

Abstract: To examine the effect of negotiation training and conflict management styles on the rel... more Abstract: To examine the effect of negotiation training and conflict management styles on the relations between third-party actors involved in international peacekeeping situations, we analyze data from a sample of Dutch military peacekeepers on missions between 1995 ...