Integrating macro and micro theoretical perspectives, we conducted a meta-analysis examining the role of contextual factors in team diversity research. Using data from 8,757 teams in 39 studies conducted in organizational settings, we examined whether contextual factors at multiple levels, including industry, occupation, and team, influenced the performance outcomes of relations-oriented and task-oriented diversity. The direct effects were very small yet significant, and after we accounted for industry, occupation, and team-level contextual moderators, they doubled or tripled in size. Further, occupation-and industry-level moderators explained significant variance in effect sizes across studies. A version of this paper was presented at the 2008 Annual Meeting of the Academy of Management and won the Dorothy Harlow Distinguished Paper Award. We are indebted to Joseph Martocchio for advice and feedback on drafts of this work. We are also extremely grateful to Jason Colquitt and three anonymous reviewers for invaluable feedback throughout the review process. We thank Niti Pandey and Erik Young for research assistance.

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Research on unraveling the complex effects of workplace demography has grown exponentially in the past two decades, reflecting enduring academic interest in the topic. This research spans multiple macro and micro theoretical domains and has examined demography effects at individual, group, or firm levels of analysis. However, past research in this area has revealed equivocal and inconclusive findings. Based on a review of more than two decades of research, the authors present the argument that future developments in this research will occur not in isolation at a specific level of analysis but rather at the interstices of multiple levels. The authors offer a framework for future research that bridges macro and micro domains as a way to resolve past discrepant findings in this area of research.

Invoking strategic human resource management (SHRM) theory and tenets of the resource‐based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices–racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two‐year period, our results suggest that minority opportunity‐based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated.