Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. (22nd July 2015)

• Record Type: Journal Article
• Authors: Guillaume, Yves R.F.; Dawson, Jeremy F.; Otaye‐Ebede, Lilian; Woods, Stephen A.; West, Michael A.
• Other Names: Harvey Paul guestEditor.; Dasborough Marie guestEditor.
• Is Part Of: Journal of organizational behavior. Volume 38:Number 2(2017)
• Page Start: 276
• Page End: 303
• Publication Date: 2015-07-22
• Subjects: relational demography -- work group diversity -- organizational diversity -- TMT diversity -- workplace demography -- diversity management; Industrial sociology -- Periodicals; Organizational behavior -- Periodicals; Psychology, Industrial -- Periodicals; 302.35
• DOI: 10.1002/job.2040
• Languages: English
• ISSNs: 0894-3796

Abstract

Summary: To account for the double‐edged nature of demographic workplace diversity (i.e, . relational demography, work group diversity, and organizational diversity) effects on social integration, performance, and well‐being‐related variables, research has moved away from simple main effect approaches and started examining variables that moderate these effects. While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work. Using the Categorization‐Elaboration Model as our theoretical lens, we review variables moderating the effects of workplace diversity on social integration, performance, and well‐being outcomes, focusing on factors that organizations and managers have control over (i.e., strategy, unit design, human resource, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications. © 2015 The Authors. Journal of Organizational Behavior published by John Wiley & Sons, Ltd