The Relationship Between Team Deep-Level Diversity and Team Performance: A Meta-Analysis of the Main Effect, Moderators, and Mediating Mechanisms
Academic Article
Overview
Research
Identity
Additional Document Info
View All
Overview
abstract
AbstractTo reconcile the inconsistencies and complexities in the relationship between team diversity and performance, our metaanalysis takes a more nuanced approach to the relationship between team deeplevel diversity and team performance. We examine the type of deeplevel diversity (personality, values, culture), task complexity, and executive team status as moderators of the relationship between team deeplevel diversity and positive emergent states, positive team processes, and team conflict. In addition, we examine the mediating role of positive team emergent states, positive team processes, and team conflict in explaining how team deeplevel diversity relates to team performance. We test our hypotheses with a metaanalytic database of 94 papers reporting 280 effect sizes based on 24,425 teams. Findings show that team deeplevel diversity is associated with fewer positive emergent states and positive team processes and more team conflict. There is an indirect relationship between team deeplevel diversity and team performance through each of the mediators: positive emergent states, positive team processes, and team conflict. Implications for theory and practice are discussed.
