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When and how does diversity increase group performance?: a theoretical model followed by an experimental study

Roberge, Marie-Elene
http://rave.ohiolink.edu/etdc/view?acc_num=osu1187203714

Abstract Details

2007, Doctor of Philosophy, Ohio State University, Labor and Human Resources.
For the last fifteen years, research on workplace diversity has mostly investigated the direct effects of a diverse workforce on organizational performance. In general, researchers and practitioners now acknowledge the importance of having a diverse workforce by suggesting that it improves decision making processes that lead to more creativity and innovation. However, diversity does not only bring positive consequences. It has often been recognized that workforce heterogeneity can reduce intra-group cohesiveness, and lead to conflicts and misunderstandings which, in turn, can lower employee satisfaction, organizational citizenship behaviors, and increase turnover. Despite such a paradox in the diversity literature, answers to research questions such as “how” and “when” diversity influences performance at work are still limited within the scientific literature in management. The purpose of this dissertation is to provide answers to these questions by proposing a research model that emphasizes the role of collective identity salience and psychological safety climate as important conditions under which diversity may lead to increased group performance. The model also highlights three levels of psychological mechanisms (i.e. individual-, dyadic-, and group-level) to explain how diversity can lead to augmented group performance. An experimental study is conducted to test whether this model will hold in a laboratory setting, under a high level of control. Gender-based identity is the representative indicator of diversity that is used to manipulate group composition. Identity salience (personal identity versus collective identity) is also manipulated, while psychological safety climate is assumed to be influenced through identity salience. Psychological mechanisms and group performance are measured. The results found in this study do not support the predicted hypotheses. The limitations of this study are discussed, along with practical and theoretical implications, and directions for future research.
Roy Lewicki (Advisor)
175 p.
Psychology, Industrial
Managing Diversity; Group Dynamic

Recommended Citations

Citations

  • Roberge, M.-E. (2007). When and how does diversity increase group performance?: a theoretical model followed by an experimental study [Doctoral dissertation, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1187203714

    APA Style (7th edition)

  • Roberge, Marie-Elene. When and how does diversity increase group performance?: a theoretical model followed by an experimental study. 2007. Ohio State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1187203714.

    MLA Style (8th edition)

  • Roberge, Marie-Elene. "When and how does diversity increase group performance?: a theoretical model followed by an experimental study." Doctoral dissertation, Ohio State University, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=osu1187203714

    Chicago Manual of Style (17th edition)

osu1187203714
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© 2007, all rights reserved.
This open access ETD is published by The Ohio State University and OhioLINK.