Why Differences Make a Difference: A Field Study of Diversity, Conflict, and Performance in Workgroups
A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenc...
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| Veröffentlicht in: | Administrative science quarterly 1999-12, Vol.44 (4), p.741-763 |
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| container_title | Administrative science quarterly |
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| creator | Jehn, Karen A. Northcraft, Gregory B. Neale, Margaret A. |
| description | A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this effect. Social category diversity positively influenced group member morale. Value diversity decreased satisfaction, intent to remain, and commitment to the group; relationship conflict mediated the effects of value diversity. We discuss the implications of these results for group leaders, managers, and organizations wishing to create and manage a diverse workforce successfully. |
| doi_str_mv | 10.2307/2667054 |
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Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this effect. Social category diversity positively influenced group member morale. Value diversity decreased satisfaction, intent to remain, and commitment to the group; relationship conflict mediated the effects of value diversity. We discuss the implications of these results for group leaders, managers, and organizations wishing to create and manage a diverse workforce successfully.</description><subject>Administration</subject><subject>Administrative science</subject><subject>BUSINESS</subject><subject>Communication</subject><subject>Comparative studies</subject><subject>Conflict</subject><subject>Corporate culture</subject><subject>Cultural diversity</subject><subject>Demography</subject><subject>Differences</subject><subject>Diversity</subject><subject>Diversity indices</subject><subject>Effects</subject><subject>Employee morale</subject><subject>Ethnic diversity</subject><subject>Field study</subject><subject>Gender</subject><subject>Group behaviour</subject><subject>Group dynamics</subject><subject>Group performance</subject><subject>Group Theory</subject><subject>Hypotheses</subject><subject>Information</subject><subject>Intervening variables</subject><subject>Job performance</subject><subject>Mediation</subject><subject>Morale</subject><subject>Multiculturalism & pluralism</subject><subject>Organization theory</subject><subject>Organizational behavior</subject><subject>ORGANIZATIONAL BEHAVIOR, NONEXECUTIVE</subject><subject>PRODUCTIVITY</subject><subject>Psychological aspects</subject><subject>Regression analysis</subject><subject>Social aspects</subject><subject>Social groups</subject><subject>Social interaction</subject><subject>Social networks</subject><subject>Team work in industry</subject><subject>Teams</subject><subject>Value</subject><subject>Work design</subject><subject>Work environment</subject><subject>WORKERS, LABORERS, AND WORKING CONDITIONS</subject><subject>Workplace 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Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Jehn, Karen A.</au><au>Northcraft, Gregory B.</au><au>Neale, Margaret A.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Why Differences Make a Difference: A Field Study of Diversity, Conflict, and Performance in Workgroups</atitle><jtitle>Administrative science quarterly</jtitle><date>1999-12-01</date><risdate>1999</risdate><volume>44</volume><issue>4</issue><spage>741</spage><epage>763</epage><pages>741-763</pages><issn>0001-8392</issn><eissn>1930-3815</eissn><coden>ASCQAG</coden><abstract>A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this effect. Social category diversity positively influenced group member morale. Value diversity decreased satisfaction, intent to remain, and commitment to the group; relationship conflict mediated the effects of value diversity. We discuss the implications of these results for group leaders, managers, and organizations wishing to create and manage a diverse workforce successfully.</abstract><cop>Ithaca, N.Y</cop><pub>Cornell University Samuel Curtis Johnson Graduate School of Management</pub><doi>10.2307/2667054</doi><tpages>23</tpages></addata></record> |
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| identifier | ISSN: 0001-8392 |
| ispartof | Administrative science quarterly, 1999-12, Vol.44 (4), p.741-763 |
| issn | 0001-8392 1930-3815 |
| language | eng |
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| source | SAGE Complete A-Z List; Jstor Complete Legacy; Education Source; Political Science Complete; PAIS Index; Worldwide Political Science Abstracts; Business Source Complete; Sociological Abstracts; Periodicals Index Online |
| subjects | Administration Administrative science BUSINESS Communication Comparative studies Conflict Corporate culture Cultural diversity Demography Differences Diversity Diversity indices Effects Employee morale Ethnic diversity Field study Gender Group behaviour Group dynamics Group performance Group Theory Hypotheses Information Intervening variables Job performance Mediation Morale Multiculturalism & pluralism Organization theory Organizational behavior ORGANIZATIONAL BEHAVIOR, NONEXECUTIVE PRODUCTIVITY Psychological aspects Regression analysis Social aspects Social groups Social interaction Social networks Team work in industry Teams Value Work design Work environment WORKERS, LABORERS, AND WORKING CONDITIONS Workplace multiculturalism |
| title | Why Differences Make a Difference: A Field Study of Diversity, Conflict, and Performance in Workgroups |
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