Why Differences Make a Difference: A Field Study of Diversity, Conflict, and Performance in Workgroups

• Published in: Administrative science quarterly Vol. 44; no. 4; pp. 741 - 763
• Main Authors: Jehn, Karen A., Northcraft, Gregory B., Neale, Margaret A.
• Format: Journal Article
• Language: English
• Published: Ithaca, N.Y Cornell University Samuel Curtis Johnson Graduate School of Management 01-12-1999; SAGE Publications; Sage Publications, Inc; Cornell University, Graduate School of Business and Public Administration; SAGE PUBLICATIONS, INC
• 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; United States
• ISSN: 0001-8392; 1930-3815
• DOI: 10.2307/2667054

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.