Comparing Alternative Conceptualizations of Functional Diversity in Management Teams: Process and Performance Effects

We examine the process and performance effects of two different forms of functional diversity in management teams – the predominant conceptualization in the literature (dominant function diversity) and a second conceptualization that has been generally overlooked (intra-personal functional diversity). In a sample of business unit management teams, dominant function diversity had a negative and intra-personal functional diversity a positive effect on information sharing and unit performance. These findings suggest that different forms of functional diversity can have very different implications for team process and performance and that intra-personal functional diversity matters for team effectiveness.