Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?

Journal of Organizational Behavior

Volumn 38, Issue 2, 2017, Pages 276-303

  Guillaume, Yves R F ^a   Dawson, Jeremy F ^b   Otaye Ebede, Lilian ^c   Woods, Stephen A ^d   West, Michael A ^e  

^a ASTON UNIVERSITY   (United Kingdom)

^b UNIVERSITY OF SHEFFIELD   (United Kingdom)

^c LIVERPOOL JOHN MOORES UNIVERSITY   (United Kingdom)

^d UNIVERSITY OF SURREY   (United Kingdom)

^e LANCASTER UNIVERSITY MANAGEMENT SCHOOL   (United Kingdom)

Author keywords

diversity management; organizational diversity; relational demography; TMT diversity; work group diversity; workplace demography

Indexed keywords

EID: 84937485403     PISSN: 08943796     EISSN: 10991379     Source Type: Journal    
DOI: 10.1002/job.2040     Document Type: Article

References (157)

1. *Ali, M., Kulik, C. T., & Metz, I. (2011). The gender diversity-performance relationship in services and manufacturing organizations. International Journal of Human Resource Management, 22, 1464–1485. doi: 10.1080/09585192.2011.561961
2. Anderson, N. R., & West, M. A. (1998). Measuring climate for work group innovation: development and validation of the team climate inventory. Journal of Organizational Behavior, 19, 235–258. 10.1002/(SICI)1099-1379(199805)19:3<235::AID-JOB837>3.0.CO;2-C.
3. *Andrevski, G., Richard, O. C., Shaw, J. D., & Ferrier, W. J. (2014). Racial diversity and firm performance: The mediating role of competitive intensity. Journal of Management, 40, 820–844. doi: 10.1177/0149206311424318
4. Avery, D. R., & McKay, P. F. (2010). Doing diversity right: An empirically based approach to effective diversity management. In G. P. Hodgkinson, & J. K. Ford (Eds.), International review of industrial and organizational psychology (Vol. 25, pp. 227–252). Oxford, UK: Wiley-Blackwell.
5. *Avery, D. R., McKay, P. F., & Wilson, D. C. (2007). Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with coworkers, and employee engagement. Journal of Applied Psychology, 92, 1542–1556. doi: 10.1037/0021-9010.92.6.1542
6. *Avery, D. R., Wang, M., Volpone, S. D., & Zhou, L. (2013). Different strokes for different folks: The impact of sex dissimilarity in the empowerment-performance relationship. Personnel Psychology, 66, 757–784. doi: 10.1111/peps.12032
7. *Bacharach, S. B., Bamberger, P. A., & Vashdi, D. (2005). Diversity and homophily at work: Supportive relations among white and African-American peers. Academy of Management Journal, 48, 619–644. doi: 10.5465/AMJ.2005.17843942
8. *Barkema, H. G., & Shvyrkov, O. (2007). Does top management team diversity promote or hamper foreign expansion? Strategic Management Journal, 28, 663–680. doi: 10.1002/smj.604
9. *Bezrukova, K., Spell, C. S., & Perry, J. L. (2010). Violent splits or healthy divides? Coping with injustice through faultlines. Personnel Psychology, 63, 719–751. doi: 10.1111/j.1744-6570.2010.01185.x
10. *Boerner, S., Linkohr, M., & Kiefer, S. (2011). Top management team diversity: Positive in the short run, but negative in the long run? Team Performance Management, 17, 328–353. doi: 10.1108/13527591111182616
11. *Boone, C., & Hendriks, W. (2009). Top management team diversity and firm performance: Moderators of functional-background and locus-of-control diversity. Management Science, 55, 165–180. doi: 10.1287/mnsc.1080.0899
12. *Brodbeck, F. C., Guillaume, Y. R. F., & Lee, N. J. (2011). Ethnic diversity as a multilevel construct: The combined effects of dissimilarity, group diversity, and societal status on learning performance in work groups. Journal of Cross-Cultural Psychology, 42, 1198–1218. doi: 10.1177/0022022110383314
13. *Bunderson, J. S. (2003). Team member functional background and involvement in management teams: Direct effects and the moderating role of power centralization. Academy of Management Journal, 46, 458–474. doi: 10.2307/30040638
14. *Buyl, T., Boone, C., Hendriks, W., & Matthyssens, P. (2011). Top management team functional diversity and firm performance: The moderating role of CEO characteristics. Journal of Management Studies, 48, 151–177. doi: 10.1111/j.1467-6486.2010.00932.x
15. *Cannella, Jr., A. A., Park, J.-H., & Lee, H.-U. (2008). Top management team functional background diversity and firm performance: Examining the roles of team member colocation and environmental uncertainty. Academy of Management Journal, 51, 768–784. doi: 10.5465/AMJ.2008.33665310
16. *Carpenter, M. A. (2002). The implications of strategy and social context for the relationship between top management team heterogeneity and firm performance. Strategic Management Journal, 23, 275–284. doi: 10.1002/smj.226
17. *Carpenter, M. A., & Fredrickson, J. W. (2001). Top management teams, global strategic posture, and the moderating role of uncertainty. Academy of Management Journal, 44, 533–545. doi: 10.2307/3069368
18. Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the American industrial enterprise. Cambridge, MA: The MIT Press.
19. *Chatman, J. A., & Flynn, F. J. (2001). The influence of demographic heterogeneity on the emergence and consequences of cooperative norms in work teams. Academy of Management Journal, 44, 956–974. doi: 10.2307/3069440
20. *Chatman, J. A., & O'Reilly, C. A. (2004). Asymmetric reactions to work group sex diversity among men and women. Academy of Management Journal, 47, 193–208. doi: 10.2307/20159572
21. *Chatman, J. A., Polzer, J. T., Barsade, S. G., & Neale, M. A. (1998). Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes. Administrative Science Quarterly, 43, 749–780. doi: 10.2307/2393615
22. *Chatman, J. A., & Spataro, S. E. (2005). Using self-categorization theory to understand relational demography-based variations in people's responsiveness to organizational culture. Academy of Management Journal, 48, 321–331. doi: 10.5465/AMJ.2005.16928415
23. *Chattopadhyay, P. (1999). Beyond direct and symmetrical effects: The influence of demographic dissimilarity on organizational citizenship behavior. Academy of Management Journal, 42, 273–287. doi: 10.2307/256919
24. *Chattopadhyay, P. (2003). Can dissimilarity lead to positive outcomes? The influence of open versus closed minds. Journal of Organizational Behavior, 24, 295–312. doi: 10.1002/job.188
25. *Chattopadhyay, P., Finn, C., & Ashkanasy, N. M. (2010). Affective responses to professional dissimilarity: A matter of status. Academy of Management Journal, 53, 808–826. doi: 10.5465/AMJ.2010.52814603
26. *Chattopadhyay, P., George, E., & Lawrence, S. A. (2004). Why does dissimilarity matter? Exploring self-categorization, self-enhancement, and uncertainty reduction. Journal of Applied Psychology, 89, 892–900. doi: 10.1037/0021-9010.89.5.892
27. Chattopadhyay, P., George, E., & Ng, C. K. (2011). An uncertainty reduction model of relational demography. In A. Joshi, H. Liao & J. J. Martocchio (Eds.), Research in personnel and human resource management (Vol. 30, pp. 219–251). Bingley, UK: Emerald Group Publishing Limited.
28. Chattopadhyay, P., George, E., & Ng, C. K. (2015). Hearts and minds: Integrating regulatory focus and relational demography to explain responses to dissimilarity. Organizational Psychology Review. Advance online publication. doi: 10.1177/2041386615574540
29. *Chattopadhyay, P., George, E., & Shulman, A. D. (2008). The asymmetrical influence of sex dissimilarity in distributive vs. colocated work groups. Organization Science, 19, 581–593. doi: 10.1287/orsc.1070.0324
30. Chattopadhyay, P., Tluchowska, M., & George, E. (2004). Identifying the ingroup: A closer look at the influence of demographic dissimilarity on employee identity. Academy of Management Review, 29, 180–202. 10.5465/AMR.2004.12736071.
31. *Chi, N. W., Lin, S. C., & Huang, Y. M. (2009). A double-edged sword? Exploring the curvilinear relationship between organizational tenure diversity and team innovation: The moderating role of team-oriented HR practices. Group and Organization Management, 34, 698–726. doi: 10.1177/1059601109350985
32. Choi, J. N. (2007). Group composition and employee creative behaviour in a Korean electronics company: Distinct effects of relational demography and group diversity. Journal of Occupational and Organizational Psychology, 80, 213–234. 10.1348/096317906X110250.
33. *Choi, S. (2013). Demographic diversity of managers and employee job satisfaction: Empirical analysis of the federal case. Review of Public Personnel Administration, 33, 275–298. doi: 10.1177/0734371X12453054
34. *Choi, S., & Rainey, H. G. (2010). Managing diversity in U.S. federal agencies: Effects of diversity and diversity management on employee perceptions of organizational performance. Public Administration Review, 70, 109–121. doi: 10.1111/j.1540-6210.2009.02115.x
35. Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23, 239–290. 10.1177/014920639702300303.
36. Cox, T. H. (1993). Cultural diversity in organizations: Theory, research and practice. San Francisco, CA: Berrett-Koehler Publishers.
37. *Cunningham, G. B. (2009). The moderating effect of diversity strategy on the relationship between racial diversity and organizational performance. Journal of Applied Social Psychology, 39, 1445–1460. doi: 10.1111/j.1559-1816.2009.00490.x
38. *Daily, B., Whatley, A., Ash, S. R., & Steiner, R. L. (1996). The effects of a group decision support system on culturally diverse and culturally homogeneous group decision making. Information & Management, 30, 281–289. doi: 10.1016/S0378-7206(96)01062-2
39. Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 802–835. 10.2307/256713.
40. *Díaz-García, C., González-Moreno, A., & Sáez-Martínez, F. J. (2013). Gender diversity within R&D teams: Its impact on radicalness of innovation. Innovation: Management, Policy & Practice, 15, 149–160. doi: 10.5172/impp.2013.15.2.149
41. Dovidio, J., Gaertner, S., & Validzic, A. (1998). Intergroup bias: Status, differentiation, and a common in-group identity. Journal of Personality and Social Psychology, 75, 109–120. 10.1037/0022-3514.75.1.109.
42. *Drach-Zahavy, A., & Trogan, R. (2013). Opposites attract or attack? The moderating role of diversity climate in the team diversity-interpersonal aggression relationship. Journal of Occupational Health Psychology, 18, 449–457. doi: 10.1037/a0033989
43. *Dwyer, S., Richard, O. C., & Chadwick, K. (2003). Gender diversity in management and firm performance: The influence of growth orientation and organizational culture. Journal of Business Research, 56, 1009–1019. doi: 10.1016/S0148-2963(01)00329-0
44. Elfenbein, H. A., & O'Reilly, C. A. III (2007). Fitting in: The effects of relational demography and person-culture fit on group process and performance. Group and Organization Management, 32, 109–142. 10.1177/1059601106286882.
45. *Elvira, M. M., & Cohen, L. E. (2001). Location matters: A cross-level analysis of the effects of organizational sex composition on turnover. Academy of Management Journal, 44, 591–605. doi: 10.2307/3069373
46. *Ely, R. J. (2004). A field study of group diversity, participation in diversity education programs, and performance. Journal of Organizational Behavior, 25, 755–780. doi: 10.1002/job.268
47. *Fay, D., Borrill, C., Amir, Z., Haward, R., & West, M. A. (2006). Getting the most out of multidisciplinary teams: A multi-sample study of team innovation in health care. Journal of Occupational & Organizational Psychology, 79, 553–567. doi: 10.1348/096317905X72128
48. *Flynn, F. J., Chatman, J. A., & Spataro, S. E. (2001). Getting to know you: The influence of personality on impressions and performance of demographically different people in organizations. Administrative Science Quarterly, 46, 414–442. doi: 10.2307/3094870
49. *Gibson, C. B., & Gibbs, J. L. (2006). Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation. Administrative Science Quarterly, 51, 451–495. doi: 10.2189/asqu.51.3.451
50. *Gilson, L. L., Lim, H. S., Luciano, M. M., & Choi, J. N. (2013). Unpacking the cross-level effects of tenure diversity, explicit knowledge, and knowledge sharing on individual creativity. Journal of Occupational & Organizational Psychology, 86, 203–222. doi: 10.1111/joop.12011
51. *Goldberg, C. B., Riordan, C., & Schaffer, B. S. (2010). Does social identity theory underlie relational demography? A test of the moderating effects of uncertainty reduction and status enhancement on similarity effects. Human Relations, 63, 903–926. doi: 10.1177/0018726709347158
52. *Goncalo, J. A., Chatman, J. A., Duguid, M. M., & Kennedy, J. A. (2014). Creativity from constraint? How political correctness influences creativity in mixed-sex work groups. Retrieved [21/11/2014] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/articles/910.
53. *Gonzalez, J. A. (2013). Matchmaking: Community and business unit racial/ethnic diversity and business unit performance. International Journal of Human Resource Management, 24, 4063–4081. doi: 10.1080/09585192.2013.792858
54. *Gonzalez, J. A., & DeNisi, A. S. (2009). Cross-level effects of demography and diversity climate on organizational attachment and firm effectiveness. Journal of Organizational Behavior, 30, 21–40. doi: 10.1002/job.498
55. *Greer, L. L., De Hoogh, A. H. B., Den Hartog, D. N., & Homan, A. C. (2012). Tainted visions: The effect of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams. Journal of Applied Psychology, 97, 203–213. doi: 10.1037/a0025583
56. *Guillaume, Y. R. F., Brodbeck, F. C., & Riketta, M. (2012). Surface- and deep-level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: A meta-analytic integration. Journal of Occupational and Organizational Psychology, 85, 80–115. doi: 10.1111/j.2044-8325.2010.02005.x
57. Guillaume, Y. R. F., Dawson, J. F., Priola, V., Sacramento, C. A., Woods, S. A., Higson, H. E., … West, M. A. (2014). Managing diversity in organizations: An integrative model and agenda for future research. European Journal of Work and Organizational Psychology, 23, 783–802. doi: 10.1080/1359432X.2013.805485
58. Guillaume, Y. R. F., Dawson, J. F., Woods, S. A., Sacramento, C. A., & West, M. A. (2013). Getting diversity at work to work: What we know and what we still don't know. Journal of Occupational and Organizational Psychology, 86, 123–141. 10.1111/joop.12009.
59. *Guillaume, Y. R. F., van Knippenberg, D., & Brodbeck, F. (2014). Nothing succeeds like moderation: A social self-regulation perspective on cultural dissimilarity and performance. Academy of Management Journal, 57, 1284–1308. doi: 10.5465/amj.2013.0046
60. Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30, 269–287. 10.5465/AMR.2005.16387885.
61. Hafsi, T., & Turgut, G. (2013). Boardroom diversity and its effect on social performance: Conceptualization and empirical evidence. Journal of Business Ethics, 112, 463–479. 10.1007/s10551-012-1272-z.
62. Harrison, D. A., & Klein, K. J. (2007). What's the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32, 1199–1228. 10.5465/AMR.2007.26586096.
63. Harrison, D. A., Price, K. H., Gavin, J. H., & Florey, A. T. (2002). Time, teams, and task performance: Changing effects of surface- and deep-level diversity on group functioning. Academy of Management Journal, 45, 1029–1045. 10.2307/3069328.
64. Haslam, S. A. (2004). Psychology in organizations: The social identity approach (2nd edn.). London: Sage.
65. Haslam, S. A., Eggins, R. A., & Reynolds, K. J. (2003). The ASPIRe model: Actualizing social and personal identity resources to enhance organizational outcomes. Journal of Occupational and Organizational Psychology, 76, 83–113. 10.1348/096317903321208907.
66. *Hoever, I. J., van Knippenberg, D., van Ginkel, W. P., & Barkema, H. G. (2012). Fostering team creativity: Perspective taking as key to unlocking diversity's potential. Journal of Applied Psychology, 97, 982–996. doi: 10.1037/a0029159
67. Hogg, M. A., & Terry, D. I. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25, 121–140. 10.5465/AMR.2000.2791606.
68. *Homan, A. C., Buengeler, C., Eckhoff, R. A., Van Ginkel, W. P., & Voelpel, S. C. (2015). The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams. Journal of Applied Psychology. Advance online publication. doi: 10.1037/apl0000013
69. *Homan, A. C., & Greer, L. L. (2013). Considering diversity: The positive effects of considerate leadership in diverse teams. Group Processes & Intergroup Relations, 16, 105–125. doi: 10.1177/1368430212437798
70. *Homan, A. C., Greer, L. L., Jehn, K. A., & Koning, L. (2010). Believing shapes seeing: The impact of diversity beliefs on the construal of group composition. Group Processes & Intergroup Relations, 13, 477–493. doi: 10.1177/1368430209350747
71. *Homan, A. C., Hollenbeck, J. R., Humphrey, S. E., Van Knippenberg, D., Ilgen, D. R., & Van Kleef, G. A. (2008). Facing differences with an open mind: Openness to experience, salience of intragroup differences, and performance of diverse work groups. Academy of Management Journal, 51, 1204–1222. doi: 10.5465/AMJ.2008.35732995
72. *Homan, A. C., Van Kleef, G. A., De Dreu, C. K. W., & van Knippenberg, D. (2007). Interacting dimensions of diversity: Cross-categorization and the functioning of diverse work groups. Group Dynamics, 11, 79–94. doi: 10.1037/1089-2699.11.2.79
73. *Homan, A. C., Van Knippenberg, D., Van Kleef, G. A., & De Dreu, C. K. W. (2007). Bridging faultlines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups. Journal of Applied Psychology, 92, 1189–1199. doi: 10.1037/0021-9010.92.5.1189
74. Hornsey, M. J., & Hogg, M. A. (2000a). Assimilation and diversity: An integrative model of subgroup relations. Personality and Social Psychology Review, 4, 143–156. 10.1207/S15327957PSPR0402_03.
75. Hornsey, M. J., & Hogg, M. A. (2000b). Subgroup relations: A comparison of mutual intergroup differentiation and common ingroup identity models of prejudice reduction. Personality and Social Psychology Bulletin, 26, 242–256. 10.1177/0146167200264010.
76. House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, N. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage Publications.
77. Iverson, R. D., Zatzick, C. D., & McCrae, M. M. (2008). High-performance work systems. In J. Barling, & C. Cooper (Eds.), The SAGE handbook of organizational behavior (pp. 393–410). London: SAGE Publications Ltd.
78. *Jackson, S. E., & Joshi, A. (2004). Diversity in social context: A multi-attribute, multilevel analysis of team diversity and sales performance. Journal of Organizational Behavior, 25, 675–702. doi: 10.1002/job.265
79. *Jehn, K. A., & Bezrukova, K. (2004). A field study of group diversity, workgroup context, and performance. Journal of Organizational Behavior, 25, 703–729. doi: 10.1002/job.266
80. Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why differences make a difference: A field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly, 44, 741–763. doi: 10.2307/2667054
81. *Joshi, A., Liao, H., & Jackson, S. E. (2006). Cross-level effects of workplace diversity on sales performance and pay. Academy of Management Journal, 49, 459–481. doi: 10.5465/AMJ.2006.21794664
82. Joshi, A., Liao, H., & Roh, H. (2011). Bridging domains in workplace demography research: A review and reconceptualization. Journal of Management, 37, 521–552. 10.1177/0149206310372969.
83. *Joshi, A., & Roh, H. (2009). The role of context in work team diversity research: A meta-analytic review. Academy of Management Journal, 52, 599–627. doi: 10.5465/AMJ.2009.41331491
84. *Kearney, E., & Gebert, D. (2009). Managing diversity and enhancing team outcomes: The promise of transformational leadership. Journal of Applied Psychology, 94, 77–89. doi: 10.1037/a0013077
85. *Kearney, E., Gebert, D., & Voelpel, S. C. (2009). When and how diversity benefits teams: The importance of team members' need for cognition. Academy of Management Journal, 52, 581–598. doi: 10.5465/AMJ.2009.41331431
86. *King, E. B., Dawson, J. F., West, M. A., Gilrane, V. L., Peddie, C. I., & Bastin, L. (2011). Why organizational and community diversity matter: Representativeness and the emergence of incivility and organizational performance. Academy of Management Journal, 54, 1103–1118. doi: 10.5465/amj.2010.001
87. *Kirchmeyer, C. (1995). Demographic similarity to the work Group: A longitudinal study of managers at the rarely career stage. Journal of Organizational Behavior, 16, 67–83. doi: 10.1002/job.4030160109
88. *Kirkman, B. L., Cordery, J. L., Mathieu, J., Rosen, B., & Kukenberger, M. (2013). Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance. Human Relations, 66, 333–362. doi: 10.1177/0018726712464076
89. *Kooij-de Bode, H. J. M., van Knippenberg, D., & van Ginkel, W. P. (2008). Ethnic diversity and distributed information in group decision making: The importance of information elaboration. Group Dynamics, 12, 307–320. doi: 10.1037/1089-2699.12.4.307
90. Kozlowski, S. W. J., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. In K. J. Klein, & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 3–90). San Francisco, CA: Jossey-Bass.
91. Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals' fit at work: A meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology, 58, 281–342.
92. *Kunze, F., & Bruch, H. (2010). Age-based faultlines and perceived productive energy: The moderation of transformational leadership. Small Group Research, 41, 593–620. doi: 10.1177/1046496410366307
93. Lau, D. C., & Murnighan, J. K. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23, 325–340. 10.5465/AMR.1998.533229.
94. Lau, D. C., & Murnighan, J. K. (2005). Interactions within groups and subgroups: The effects of demographic faultlines. Academy of Management Journal, 48, 645–659. 10.5465/AMJ.2005.17843943.
95. *Lee, C., & Farh, J. L. (2004). Joint effects of group efficacy and gender diversity on group cohesion and performance. Journal of Applied Psychology, 53, 136–154. doi: 10.1111/j.1464-0597.2004.00164.x
96. *Leonard, J. S., Levine, D. I., & Joshi, A. (2004). Do birds of a feather shop together? The effects on performance of employees' similarity with one another and with customers. Journal of Organizational Behavior, 25, 731–754. doi: 10.1002/job.267
97. *Leslie, L. M. (2014). A status-based multilevel model of ethnic diversity and work unit performance. Journal of Management. Advance online publication. doi: 10.1177/0149206314535436
98. *Liebermann, S. C., Wegge, J., Jungmann, F., & Schmidt, K.-H. (2013). Age diversity and individual team member health: The moderating role of age and age stereotypes. Journal of Occupational & Organizational Psychology, 86, 184–202. doi: 10.1111/joop.12016
99. *Meyer, B., & Schermuly, C. C. (2012). When beliefs are not enough: Examining the interaction of diversity faultlines, task motivation, and diversity beliefs on team performance. European Journal of Work and Organizational Psychology, 21, 456–487. doi: 10.1080/1359432X.2011.560383
100. *Meyer, B., Schermuly, C. C., & Kauffeld, S. (2015). That's not my place: The interacting effects of faultlines, subgroup size, and social competence on social loafing behaviour in work groups. European Journal of Work and Organizational Psychology. Advance online publication. doi: 10.1080/1359432X.2014.996554
101. *Mohammed, S., & Angell, L. C. (2004). Surface- and deep-level diversity in workgroups: Examining the moderating effects of team orientation and team process on relationship conflict. Journal of Organizational Behavior, 25, 1015–1039. doi: 10.1002/job.293
102. *Molleman, E. (2005). Diversity in demographic characteristics, abilities and personality traits: Do faultlines affect team functioning? Group Decision & Negotiation, 14, 173–193. doi: 10.1007/s10726-005-6490-7
103. *Murray, A. I. (1989). Top management group heterogeneity and firm performance. Strategic Management Journal, 10, 125–141. 10.1002/smj.4250100710.
104. *Nakui, T., Paulus, P. B., & Van Der Zee, K. I. (2011). The role of attitudes in reactions toward diversity in workgroups. Journal of Applied Social Psychology, 41, 2327–2351. doi: 10.1111/j.1559-1816.2011.00818.x
105. *Naranjo-Gil, D., Hartmann, F., & Maas, V. S. (2008). Top management team heterogeneity, strategic change and operational performance. British Journal of Management, 19, 222–234. doi: 10.1111/j.1467-8551.2007.00545.x
106. *Nederveen Pieterse, A., van Knippenberg, D., & van Dierendonck, D. (2013). Cultural diversity and team performance: The role of team member goal orientation. Academy of Management Journal, 56, 782–804. doi: 10.5465/amj.2010.0992
107. *Nishii, L. H. (2013). The benefits of climate for inclusion for gender-diverse groups. Academy of Management Journal, 56, 1754–1774. doi: 10.5465/amj.2009.0823
108. *Nishii, L. H., & Mayer, D. M. (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94, 1412–1426. doi: 10.1037/a0017190
109. Ostroff, C., Kinicki, A. J., & Muhammad, R. S. (2012). Organizational culture and climate. In I. B. Weiner, R. S. Muhammad & S. Highhouse (Eds.), Handbook of psychology, Vol 12: Industrial and organizational psychology (Vol. 12, pp. 643–676). Hoboken, NJ: John Wiley & Sons.
110. *Paletz, S. B. F., Peng, K., Maslach, C., & Erez, M. (2004). Ethnic composition and its differential impact on group processes in diverse teams. Small Group Research, 35, 128–157. doi: 10.1177/1046496403258793
111. *Pelled, L. H., Xin, K. R., & Weiss, A. M. (2001). No es como mí: Relational demography and conflict in a Mexican production facility. Journal of Occupational & Organizational Psychology, 74, 63–84. doi: 10.1348/096317901167235
112. *Peters, L., & Karren, R. J. (2009). An examination of the roles of trust and functional diversity on virtual team performance ratings. Group & Organization Management, 34, 479–504. doi: 10.1177/1059601107312170
113. Peterson, R. A., & Brown, S. P. (2005). On the use of beta coefficients in meta-analysis. Journal of Applied Psychology, 90, 175–181. 10.1037/0021-9010.90.1.175.
114. Pettigrew, T. F. (1998). Intergroup contact theory. In J. Hagan, & K. S. Cook (Eds.), Annual review of psychology (Vol. 49, pp. 65–85). Palo Alto, CA: Annual Reviews.
115. Randel, A. E. (2002). Identity salience: A moderator of the relationship between group gender composition and work group conflict. Journal of Organizational Behavior, 23, 749–766. 10.2307/4093652.
116. Randel, A. E., & Jaussi, K. S. (2003). Functional background identity, diversity, and individual performance in cross-functional teams. Academy of Management Journal, 46, 763–774. doi: 10.2307/30040667
117. Rast, D. E. III, Gaffney, A. M., Hogg, M. A., & Crisp, R. J. (2012). Leadership under uncertainty: When leaders who are non-prototypical group members can gain support. Journal of Experimental Social Psychology, 48, 646–653. 10.1016/j.jesp.2011.12.013.
118. *Richard, O. C. (2000). Racial diversity, business strategy, and firm performance: A resource-based view. Academy of Management Journal, 43, 164–177. doi: 10.2307/1556374
119. *Richard, O. C., Barnett, T., Dwyer, S., & Chadwick, K. (2004). Cultural diversity in management, firm performance, and the moderating role of entrepreneurial orientation dimensions. Academy of Management Journal, 47, 255–266. doi: 10.2307/20159576
120. *Richard, O. C., Ford, D., & Ismail, K. (2006). Exploring the performance effects of visible attribute diversity: The moderating role of span of control and organizational life cycle. International Journal of Human Resource Management, 17, 2091–2109. doi: 10.1080/09585190601000246
121. *Richard, O. C., McMillan, A., Dwyer, S., & Chadwick, K. (2003). Employing an innovation strategy in racially diverse workforces: Effects on firm performance. Group and Organization Management, 28, 107–126. doi: 10.1177/1059601102250022
122. *Richard, O. C., Murthi, B. P. S., & Ismail, K. (2007). The impact of racial diversity on intermediate and long-term performance: The moderating role of environmental context. Strategic Management Journal, 28, 1213–1233. doi: 10.1002/smj.633
123. *Richard, O. C., & Shelor, R. M. (2002). Linking top management team age heterogeneity to firm performance: Juxtaposing two mid-range theories. International Journal of Human Resource Management, 13, 958–974. doi: 10.1080/09585190210134309
124. *Richter, A. W., van Knippenberg, D., Hirst, G., & Baer, M. (2012). Creative self-efficacy and individual creativity in team contexts: Cross-level interactions with team informational resources. Journal of Applied Psychology, 97, 1282–1290. doi: 10.1037/a0029359
125. *Rico, R., Molleman, E., Sánchez-Manzanares, M., & Van der Vegt, G. S. (2007). The effects of diversity faultlines and team task autonomy on decision quality and social integration. Journal of Management, 33, 111–132. doi: 10.1177/0149206306295307
126. *Sacco, J. M., & Schmitt, N. (2005). A dynamic multilevel model of demographic diversity and misfit effects. Journal of Applied Psychology, 90, 203–231. doi: 10.1037/0021-9010.90.2.203
127. *Schippers, M. C., Den Hartog, D. N., Koopman, P. L., & Wienk, J. A. (2003). Diversity and team outcomes: The moderating effects of outcome interdependence and group longevity and the mediating effect of reflexivity. Journal of Organizational Behavior, 24, 779–802. doi: 10.1002/job.220
128. Schneider, B., & Barbera, K. M. (2014). Introduction: The Oxford handbook of organizational climate and culture. In B. Schneider, & K. M. Barbera (Eds.), The Oxford handbook of organizational climate and culture (pp. 3–20). Oxford, UK: Oxford University Press.
129. Schneider, B., Ehrhart, K. H., & Macey, W. H. (2013). Organizational climate and culture. In S. T. Fiske, D. L. Schacter, & S. E. Taylor (Eds.), Annual review of psychology (Vol. 64, pp. 361–388). Palo Alto, CA: Annual Reviews.
130. *Seong, J. Y., & Hong, D. S. (2013). Gender diversity: How can we facilitate its positive effects on teams? Social Behavior and Personality, 41, 497–507. doi: 10.2224/sbp.2013.41.3.497
131. *Shin, S. J., & Zhou, J. (2007). When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator. Journal of Applied Psychology, 92, 1709–1721. doi: 10.1037/0021-9010.92.6.1709
132. *Simons, T. (1995). Top management team consensus, heterogeneity, and debate as contingent predictors of company performance: The complimentarity of group structure and process. Academy of Management Best Papers Proceedings, 62–66. doi: 10.5465/AMBPP.1995.17536282
133. *Somech, A. (2006). The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams. Journal of Management, 32, 132–157. doi: 10.1177/0149206305277799
134. *Soojin, K., Keunyoung, S., Seokho, K., & Sungzoon, C. (2013). Organizational tenure diversity as predictors of combat performance in ROK Army. Military Psychology, 25, 345–353. doi: 10.1037/mi10000004
135. *Stewart, M. M., & Johnson, O. E. (2009). Leader-member exchange as a moderator of the relationship between work group diversity and team performance. Group & Organization Management, 34, 507–535. doi: 10.1177/1059601108331220
136. Tajfel, H., & Turner, J. (1986). The social identity of intergroup behaviour. In Worchel, W. A. S. (Ed.), Psychology and intergroup relations. Chicago: Nelson-Hall.
137. *Thatcher, S. M. B., & Patel, P. C. (2011). Demographic faultlines: A meta-analysis of the literature. Journal of Applied Psychology, 96, 1119–1139. doi: 10.1037/a0024167
138. *Troester, C., & van Knippenberg, D. (2012). Leader openness, nationality dissimilarity, and voice in multinational management teams. Journal of International Business Studies, 43, 591–613. doi: 10.1057/jibs.2012.15
139. *Tsui, A. S., Egan, T. D., & O'Reilly, C. A. (1992). Being different: Relational demography and organizational attachment. Administrative Science Quarterly, 37, 549–579. doi: 10.2307/2393472
140. Tsui, A. S., & Gutek, B. (1999). Demographic differences in organizations: Current research and future directions. Lanham, Maryland: Lexington Books.
141. *Tuggle, C. S., Schnatterly, K., & Johnson, R. A. (2010). Attention patterns in the boardroom: How board composition and processes affect discussion of entrepreneurial issues. Academy of Management Journal, 53, 550–571. 10.5465/AMJ.2010.51468687.
142. Turner, J. C., Hogg, M. A., Oakes, P. J., Reicher, S. D., & Wetherell, M. S. (1987). Rediscovering the social group: A self-categorization theory. Oxford, UK: Blackwell Publishers.
143. Van Der Vegt, G. S., & Bunderson, J. S. (2005). Learning and performance in multidisciplinary teams: The importance of collective team identification. Academy of Management Journal, 48, 532–547. doi: 10.5465/AMJ.2005.17407918
144. *van Dick, R., van Knippenberg, D., Hägele, S., Guillaume, Y. R. F., & Brodbeck, F. C. (2008). Group diversity and group identification: The moderating role of diversity beliefs. Human Relations, 61, 1463–1492. doi: 10.1177/0018726708095711
145. *van Dijk, H., & van Engen, M. L. (2013). A status perspective on the consequences of work group diversity. Journal of Occupational and Organizational Psychology, 86, 223–241. doi: 10.1111/joop.12014
146. *van Dijk, H., van Engen, M. L., & van Knippenberg, D. (2012). Defying conventional wisdom: A meta-analytical examination of the differences between demographic and job-related diversity relationships with performance. Organizational Behavior and Human Decision Processes, 119, 38–53. doi: 10.1016/j.obhdp.2012.06.003
147. *van Knippenberg, D., Dawson, J. F., West, M. A., & Homan, A. C. (2011). Diversity faultlines, shared objectives, and top management team performance. Human Relations, 64, 307–336. doi: 10.1177/0018726710378384
148. van Knippenberg, D., De Dreu, C. K. W., & Homan, A. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89, 1008–1022. 10.1037/0021-9010.89.6.1008.
149. *van Knippenberg, D., Haslam, S. A., & Platow, M. J. (2007). Unity through diversity: Value-in-diversity beliefs, work group diversity, and group identification. Group Dynamics, 11, 207–222. doi: 10.1037/1089-2699.11.3.207
150. *van Knippenberg, D., & Schippers, M. C. (2007). Work group diversity. In S. T. Fiske, D. L. Kazdin, & D. L. Schacter (Eds.), Annual review of psychology (Vol. 58, pp. 515–541). Palo Alto, CA: Annual Reviews.
151. van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic-transformational leadership research: Back to the drawing board? Academy of Management Annals, 7, 1–60. 10.1080/19416520.2013.759433.
152. van Knippenberg, D., Van Ginkel, W. P., & Homan, A. C. (2013). Diversity mindsets and the performance of diverse teams. Organizational Behavior and Human Decision Processes, 121, 183–193. 10.1016/j.obhdp.2013.03.003.
153. *Wegge, J., Roth, C., Kanfer, R., Neubach, B., & Schmidt, K.-H. (2008). Age and gender diversity as determinants of performance and health in a public organization: The role of task complexity and group size. Journal of Applied Psychology, 93, 1301–1313. doi: 10.1037/a0012680
154. Williams, K. Y., & O'Reilly, C. A. (1998). Demography and diversity in organizations: A review of 40 years of research. In B. M. Staw, & R. I. Sutton (Eds.), Research in organizational behavior, 20 (Vol. 20, pp. 77–140). New York: Elsevier/JAI.
155. Woods, S. A., Lievens, F., De Fruyt, F., & Wille, B. (2013). Personality across working life: The longitudinal and reciprocal influences of personality on work. Journal of Organizational Behavior, 34, S7–S25. 10.1002/job.1863.
156. *Yang, Y., & Konrad, A. M. (2011). Diversity and organizational innovation: The role of employee involvement. Journal of Organizational Behavior, 32, 1062–1083. doi: 10.1002/job.724
157. *Zoogah, D. B., Vora, D., Richard, O., & Peng, M. W. (2011). Strategic alliance team diversity, coordination, and effectiveness. International Journal of Human Resource Management, 22, 510–529. doi: 10.1080/09585192.2011.543629