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Relationship Between Team Performance and Race, Sex, or Age Diversity

Relationship Between Team Performance and Race, Sex, or Age Diversity

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The authors revisited the demographic diversity variable and team performance relationship using meta-analysis and took a significant departure from previous meta-analyses by focusing on specific demographic variables (e.g., functional background, organizational tenure) rather than broad categories (e.g., highly job related, less job related). They...

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... 14 through 16 focused on the relationships between team performance and race, sex, and age diversity. Table 3 presents the results. Study setting moderated the relation- ships between team performance and race, sex, and age; as such, results are interpreted within the context of the study setting. ...

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... While scholars proposed that age diversity could be a source of firm competitive advantage (Backes-Gellner & Veen, 2013;Li et al., 2011), the current state of knowledge and research on age diversity is limited (Wegge & Meyer, 2020;Tasheva & Hillman, 2019). Indeed, metaanalytic findings have shown no or weak direct connections between age diversity and organizational performance (see Bell et al., 2011;Guillaume et al., 2012;Schneid et al., 2016), and empirical studies examining the relationship between age diversity and team outcomes have shown mixed results (Paoletti et al., 2020). ...
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... Bunderson and Sutcliffe, 2002), perspectives (e.g. Bell et al., 2011), and networks (e.g. Parker et al., 2019). ...
... First, functional diversity at the TMT and board can provide the firm with a multiplicity of knowledge and perspectives that represent a source for search and innovation otherwise unavailable to firms with more homogeneous multiteam systems at the top of the organization (Bantel and Jackson, 1989;Wiersema and Bantel, 1992). Studies show that such formative and task-oriented forms of diversity can enhance creativity, problem-solving, and decision-making by promoting divergent thinking and more elaborate information-processing (Bell et al., 2011;Jackson and Joshi, 2011;Nielsen, 2009). Second, functional background differences may be easier to assimilate than more ingrained differences such as nationality and race (Krishnan et al., 1997;Pelled et al., 1999), thus potentially making the benefits of such multiplicity more extractable. ...
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... Deep-level diversity refers to differences in people's psychological attributes, such as attitudes, personality, and values, which cannot be easily identified and measured (Harrison et al., 1998;Yadav and Lenka, 2020). Besides these diversity classifications, diversity researchers have conducted a series of qualitative reviews (Milliken and Martins, 1996;Jackson et al., 2003;van Knippenberg and Schippers, 2007;Williams and O'Reilly, 1998;Roberson, 2019), systematic reviews (Roberson et al., 2017;Yadav and Lenka, 2020), conceptual studies (Pelled, 1996;Harrison and Klein, 2007;Van Knippenberg et al., 2004), meta-analyses (Bell et al., 2011;Horwitz and Horwitz, 2007;Joshi and Roh, 2009;Van Dijk et al., 2012;Webber and Donahue, 2001), bibliometric review (Yadav and Lenka, 2022) and many more empirical studies. Despite using a different methodological approach, these studies have reviewed the same set of dimensions like age, gender, race, and ethnicity, focusing on demographic, team diversity, and workgroup diversity. ...
... Functional diversity refers to the knowledge of professionals in different functional specializations such as engineering, marketing, human resource, finance, and research and development (Bell et al., 2011). Functional diversity is an essential source of expertise among executive members (Bunderson and Sutcliffe, 2002), which provides different functional expertise, knowledge, and information, stimulating group members to increase team creativity (Sung and Choi, 2019). ...
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... The member who has long tenure, he/she has a deeper understanding of organization culture, system and accessibility to resources. Hence, he/she can influence to organization dynamic using the socialization process (Bell et al.,2011). Most the directors have a long tenure at that time they develop their own way to do organization task more efficiently further it facilitates for risk aversion and group thinking Behaviour (Bantel and Jackson, 1989). ...
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... Meanwhile, the influence of meta-analysis has increased by highlighting the importance of job-related dimensions, which are positively related to team creativity and innovative performance (Bell et al., 2011;Van Dijk et al., 2012). Another meta-analysis has developed a contingency framework and empirically tested the significant difference between surface and deep-level diversity (Guillaume et al., 2012). ...
... Fourth, the review found that much of the empirical studies have focused on demographic diversity and found a non-significant or negative relationship between demographic diversity and performance outcomes, so managers need to emphasize more job-related diversity (Joshi and Roh, 2009;Bell et al., 2011). Jansen and Searle (2021) have also mentioned that job demand resources are more relevant to bringing members with different expertise, knowledge, skills and approaches to increase job-related diversity. ...
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... The Categorization-Elaboration Model of team diversity stressed the conditional impact of team diversity (van Knippenberg et al., 2004). Team diversity may benefit team performance (Bell et al., 2011) and also stimulate task and relational conflicts among members (Hobman et al., 2003). Diverse teams may struggle with workflow issues and thus benefit more from leadership interventions (Kearney & Gebert, 2009;Nederveen Pieterse et al., 2019). ...
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