Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups
Abstract
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.
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Diversity has greater potential to benefit performance on complex and interdependent rather than simple and independent tasks.
“Additionally, as diversity has greater potential to benefit performance on complex and interdependent rather than simple and independent tasks (Bowers et al., 2000;Chatman, Greer, Sherman, & Doerr, 2019;Jehn, Northcraft, & Neale, 1999;Van der Vegt & Janssen, 2003;Wegge, Roth, Neubach, Schmidt, & Kanfer, 2008), our analysis focuses on interdependent teams working on more complex tasks (e.g.,”
From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as Jehn, Northcraft, & Neale, 1999
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- Authors
- Jehn, K. A., Northcraft, G. B., & Neale, M. A.
- Affiliations
- University of Pennsylvania (US)
- University of Illinois Urbana-Champaign (US)
- Stanford University (US)
- ORCID
- Jehn, Karen A.
- Venue
- Administrative Science Quarterly
- Publisher
- JSTOR
- Published
- 1999-12
- Volume
- 44
- Issue
- 4
- Pages
- 741-763
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2082842666
- Cited by
- 3,359
- References
- 7
- Citations by year
- 2026: 80 · 2025: 94 · 2024: 133 · 2023: 144 · 2022: 120 · 2021: 135 · 2020: 151 · 2019: 154 · 2018: 161 · 2017: 154 · 2016: 169 · 2015: 161 · 2014: 155 · 2013: 191 · 2012: 188
- FWCI
- 45.18
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Administrative Science Quarterly (publishedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Gender Studies › Gender Diversity and Inequality
- Social Sciences › Sociology and Political Science › Conflict Management and Negotiation
- Keywords
- team diversity, value diversity, informational diversity, task conflict, relationship conflict, group performance, job satisfaction, turnover intention, group commitment, task interdependence, task complexity, group leadership
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