Guillaume,, YRF and Otaye, LE and Dawson, JF and Woods, SA and West, MA (2015) Harnessing Demographic Differences in Organizations: What Moderates the Effects of Workplace Diversity? Journal of Organizational Behavior. ISSN 0894-3796
Final Accepted Paper.pdf - Accepted Version
Available under License Creative Commons Attribution.
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 (van Knippenberg, DeDreu, & Homan 2004) 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, HR, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications.
|Additional Information:||This is the accepted version of the following article: Guillaume, Y. R. F., Dawson, J. F., Otaye-Ebede, L., Woods, S. A., and West, M. A. (2015) Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. J. Organiz. Behav which has been published in final form at http://dx.doi.org/10.1002/job.2040|
|Uncontrolled Keywords:||1503 Business And Management, 1701 Psychology|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Divisions:||Liverpool Business School|
|Date Deposited:||09 Sep 2015 10:24|
|Last Modified:||11 Nov 2015 15:01|
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