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

TLDR

The study examines how diverse workgroups influence performance and morale to guide leaders, managers, and organizations in effectively managing diversity. The authors conducted a multimethod field study of 92 workgroups, assessing three diversity types (social category, value, informational) and two moderators (task type, task interdependence) on outcomes. Informational diversity improves performance through task conflict, social category diversity enhances morale, value diversity reduces satisfaction, intent to remain, and commitment—effects mediated by relationship conflict—while task complexity and interdependence moderate these relationships.

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.