Why differences make a difference: A field study of diversity, conflict, and performance in workgroups

• 成果类型: Article
• 署名作者: Jehn, KA; Northcraft, GB; Neale, MA
• 署名单位: University of Pennsylvania; University of Illinois System; University of Illinois Urbana-Champaign; Stanford University
• 刊物名称: ADMINISTRATIVE SCIENCE QUARTERLY
• ISSN/ISSBN: 0001-8392
• DOI: 10.2307/2667054
• 发表日期: 1999
• 页码: 741-763
• 关键词: STRATEGIC DECISION-MAKING; RELATIONAL DEMOGRAPHY; UNSHARED INFORMATION; intragroup conflict; ORGANIZATIONS; PARADOX; FIRMS

摘要

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.