As part of its work, the Trustee Ad Hoc Committee on Diversity commissioned a literature review that examines various research on how experiencing diversity influences learning, intergroup attitudes and behavior, and civic engagement, particularly in school and workplace environments.

This study examined how the performance of diverse teams is affected by member openness to experience and the extent to which team reward structure emphasizes intragroup differences. Fifty-eight heterogeneous four-person teams engaged in an interactive task. Teams in which reward structure converged with diversity (i.e., "faultline" teams) performed more poorly than teams in which reward structure cut across differences between group members or pointed to a "superordinate identity." High openness to experience positively influenced teams in which differences were salient (i.e., faultline and "cross-categorized" teams) but not teams with a superordinate identity. This effect was mediated by information elaboration.

When defined in terms of social identity and affect toward copartisans and opposing partisans, the polarization of the American electorate has dramatically increased. We document the scope and consequences of affective polarization of partisans using implicit, explicit, and behavioral indicators. Our evidence demonstrates that hostile feelings for the opposing party are ingrained or automatic in voters' minds, and that affective polarization based on party is just as strong as polarization based on race. We further show that party cues exert powerful effects on nonpolitical judgments and behaviors. Partisans discriminate against opposing partisans, doing so to a degree that exceeds discrimination based on race. We note that the willingness of partisans to display open animus for opposing partisans can be attributed to the absence of norms governing the expression of negative sentiment and that increased partisan affect provides an incentive for elites to engage in confrontation rather than cooperation.

Existing explanations of class marginality predict similar social experiences for all lower-income undergraduates. This paper extends this literature by presenting data highlighting the cultural and social contingencies that account for differences in experiences of class marginality. The degree of cultural and social dissimilarity between one’s life before and during college helps explain variation in experiences. I contrast the experiences of two groups of lower-income, black undergraduates—the Doubly Disadvantaged and Privileged Poor. Although from comparable disadvantaged households and neighborhoods, they travel along divergent paths to college. Unlike the Doubly Disadvantaged, whose precollege experiences are localized, the Privileged Poor cross social boundaries for school. In college, the Doubly Disadvantaged report negative interactions with peers and professors and adopt isolationist strategies, while the Privileged Poor generally report positive interactions and adopt integrationist strategies. In addition to extending present conceptualizations of class marginality, this study advances our understanding of how and when class and culture matter in stratification processes in college.

This paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space, and culture. The challenges are highlighted by integrating recent literature on work teams, computer-mediated communication groups, cross-cultural communication, and interpersonal and organizational trust. To explore these challenges empirically, we report on a series of descriptive case studies on global virtual teams whose members were separated by location and culture, were challenged by a common collaborative project, and for whom the only economically and practically viable communication medium was asynchronous and synchronous computer-mediated communication. The results suggest that global virtual teams may experience a form of “swift” trust, but such trust appears to be very fragile and temporal. The study raises a number of issues to be explored and debated by future research. Pragmatically, the study describes communication behaviors that might facilitate trust in global virtual teams.

A global virtual team is an example of a boundaryless network organization form where a temporary team is assembled on an as-needed basis for the duration of a task and staffed by members from different countries. In such teams, coordination is accomplished via trust and shared communication systems. The focus of the reported study was to explore the antecedents of trust in a global virtual-team setting. Seventy-five teams, consisting of four to six members residing in different countries, interacted and worked together for eight weeks. The two-week trust-building exercises did have a significant effect on the team members’ perceptions of the other members’ ability, integrity, and benevolence. In the early phases of teamwork, team trust was predicted strongest by perceptions of other team members’ integrity, and weakest by perceptions of their benevolence. The effect of other members’ perceived ability on trust decreased over time. The members’ own propensity to trust had a significant, though unchanging, effect on trust. A qualitative analysis of six teams’ electronic mail messages explored strategies that were used by the three highest trust teams, but were used infrequently or not at all by the three lowest trust teams. The strategies suggest the presence of “swift” trust. The paper advances a research model for explaining trust in global virtual teams.

This book is a powerful portrayal of class inequalities in the United States. It contains insightful analysis of the processes through which inequality is reproduced, and it frankly engages with methodological and analytic dilemmas usually glossed over in academic texts.

We develop the concept of factional groups, or those in which members are representatives from a small number of (often just two) social entities. Such groups include many merger integration teams, bilateral task forces, and joint venture teams. We extend theory about group demography by arguing that factional groups possess preexisting faultlines that require a new conception of demographic dissimilarity. We propose that large demographic faultlines between factions engender task conflict, emotional conflict, and behavioral disintegration-which in turn lead to poor performance. We tested our model using data from 71 joint venture management groups. Data gathered in two waves strongly supported our propositions.

The Meyerhoff Scholars Program at the University of Maryland, Baltimore County is widely viewed as a national model of a program that enhances the number of underrepresented minority students who pursue science, technology, engineering, and mathematics PhDs. The current article provides an overview of the program and the institution‐wide change process that led to its development, as well as a summary of key outcome and process evaluation research findings. African American Meyerhoff students are 5× more likely than comparison students to pursue a science, technology, engineering, and mathematics PhD. Program components viewed by the students as most beneficial include financial scholarship, being a part of the Meyerhoff Program community, the Summer Bridge program, study groups, and summer research. Qualitative findings from interviews and focus groups demonstrate the importance of the Meyerhoff Program in creating a sense of belonging and a shared identity, encouraging professional development, and emphasizing the importance of academic skills. Among Meyerhoff students, several precollege and college factors have emerged as predictors of successful entrance into a PhD program in the science, technology, engineering, and mathematics fields, including precollege research excitement, precollege intrinsic math/science motivation, number of summer research experiences during college, and college grade point average. Limitations of the research to date are noted, and directions for future research are proposed.

Test scores of divergent thinking obtained between 1959 and 1972 were correlated with a variety of personality measures administered since 1980. In this sample of 268 men, divergent thinking was consistently associated with self-reports and ratings of openness to experience, but not with neuroticism, extraversion, agreeableness, or conscientiousness. Both divergent thinking and openness were also modestly correlated with Gough's (1979) empirically derived Creative Personality Scale. Several other personality variables mentioned in the literature were also examined; those that were associated with divergent thinking were also generally correlated with openness. These data suggest that creativity is particularly related to the personality domain of openness to experience.

This chapter argues that mainstream institutions of higher education in the United States have a distinctive moral responsibility to promote corrective racial justice for Black Americans. It traces this moral responsibility to the fact that these institutions have historically been complacent actors in the perpetuation of racial injustice. According to the author, current corrective policies like affirmative action fail to allow institutions to satisfy their responsibility towards Black Americans. These policies fail, first, because their basis in the value of diversity is morally inadequate, and second, because they do not do enough to remedy Black socioeconomic disadvantage insofar as they fail to increase the number of qualified Black students seeking entry to these institutions. The author calls for additional measures to secure corrective justice. He proposes one such measure: Mainstream institutions of higher education sponsoring “academy schools” directed at serving underprivileged Black students at the primary and secondary levels.

Many institutions understand the benefits of diversity and would like to enhance diversity among its students, faculty and staff, including postdocs. This has been easier to accomplish in certain fields, yet the science, technology, engineering, and math (STEM) fields lag behind. There have been some positive changes at the level of diversifying the students in the STEM fields, but this is not translating into diversification at the faculty level. The long-term goal is to increase the diversity of STEM faculty. In order to do that, steps need to be taken to ensure that a pipeline of individuals can progress through undergraduate programs into graduate programs through a postdoctoral position and into a tenured faculty position. In order to move qualified individuals through the pipeline these primary components are essential 1) recruitment 2) retention and 3)preparation for the next phase. Below are some suggestions of ways institutions can increase the number of underrepresented minority (URM) participation in STEM fields.

Argues that the notion of swift trust is a useful concept for understanding the functioning of temporary systems, drawing on the work of Lawrence Peter Goodman & Richard Alan Goodman (1976 [see abstract 77I5236]) & other secondary literature. Temporary systems are described as contexts in which a premium is placed on making do with whatever information is available & in which swift judgments of trust are mandatory. Aspects of trust, eg, vulnerability, uncertainty, & risk, are discussed in the context of the temporary system, & a number of propositions regarding trust in these situations are proposed: (1) Smaller labor pool & more vulnerability among workers equal more rapidly developed trust. (2) Role-based interaction will lead to more rapid development of trust than person-based interaction. (3) Inconsistent behavior or blurring of roles will lead to less trust. (4) Category rather than evidence-driven information is more important in temporary systems, leading to a faster reduction of uncertainty. (5) Swift trust is more likely at moderate vs low or high levels of interdependence. The role of the contractor in temporary systems is briefly considered. It is concluded that swift trust is a pragmatic strategy for dealing with uncertainties generated by a complex system.