Kamalesh Kumar's research while affiliated with Arkansas State University - Beebe and other places

The interaction processes of culturally homogeneous and culturally diverse groups were studied for 17 weeks. Initially, homogeneous groups scored higher on both process and performance effectiveness. Over time, both homogeneous and heterogeneous groups showed improvement on process and performance, and between-group differences converged. By week 17, there were no differences in process or overall performance, but the heterogeneous groups scored higher on two task performance measures. Implications for management and future research are given.

This study examined the differences in the group decision making of culturally diverse and culturally homogeneous groups regarding tasks in which alternatives consisted of a wide range of risk. One hundred and nineteen subjects were divided into 14 culturally diverse groups (having members of three different ethnic/cultural backgrounds) and 18 culturally homogeneous groups. Each group was presented with a series of decision problems that required making choices of action involving varying degrees of risk. Significant differences were noted between the decisions made by the two types of groups, indicating differences in their risk-taking propensities. The rule of the more diverse the more conservative versus the more similar the more risky was developed from the results. Investigation of the group process also indicated interaction behavior differences between culturally diverse and culturally homogeneous groups. Diverse groups had more problems with interaction behaviors that interfered with problem-solving, whereas homogeneous groups indicated more facilitating interaction behaviors. Discussion of interaction differences due to cultural diversity is offered. Implications of findings for effective management of culturally diverse groups are also given.