CULTURAL DIVERSITYS IMPACT ON INTERACTION PROCESS AND PERFORMANCE - COMPARING HOMOGENEOUS AND DIVERSE TASK GROUPS

The interaction process and performance of culturally homogeneous and culturally diverse groups were studied for 17 weeks. Initially, homoge neous groups scored higher on both process and performance effectivene ss. Over time, both types of group showed improvement on process and p erformance, and the between-group differences converged. By week 17, t here were no differences in process or overall performance, but the he terogeneous groups scored higher on two task measures. Implications fo r management and future research are given.