The effects of diversity on business performance: Report of the diversity research network

TLDR

The study was commissioned by the BOLD Initiative to evaluate the business case for diversity. Few direct effects of diversity on performance were observed; instead, organizational context and group processes moderated the relationship, suggesting a nuanced view of the business case. © 2003 Wiley Periodicals, Inc.

Abstract

Abstract This article summarizes the results and conclusions reached in studies of the relationships between race and gender diversity and business performance carried out in four large firms by a research consortium known as the Diversity Research Network. These researchers were asked by the BOLD Initiative to conduct this research to test arguments regarding the “business case” for diversity. Few positive or negative direct effects of diversity on performance were observed. Instead a number of different aspects of the organizational context and some group processes moderated diversity‐performance relationships. This suggests a more nuanced view of the “business case” for diversity may be appropriate. © 2003 Wiley Periodicals, Inc.