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In an increasingly diverse work context minority employees strive to place and define themselves in terms of work and cultural identities. Based on Berry’s acculturation model (1990), we defined and tested preferred acculturation strategies at work. It was predicted that the dual identity, reflecting strong cultural identity maintenance combined with strong team identity adoption, is the most preferred strategy at work. The present study among non-Dutch employees working in The Netherlands ( N = 108) showed that the dual identity is indeed preferred over strong team identity adoption, but solely among minority members who are emotionally stable. It is argued that these people are competent in dealing with the extra conflict and diversity-related stress that this acculturation strategy produces.

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The article presents a model that links trust in a demographically diverse work context to three different social-identity patterns. Trust is considered to be beneficial for interpersonal relationships and work outcomes in diverse teams as well as for a healthy work relationship between minority members and their company. First, imposing a common ingroup identity based on similarities has been put forward as a useful method of creating depersonalized forms of trust among members of different demographic subgroups. However, its usefulness seems to be limited to situations of low identity threat. Alternatively, recent findings support the usefulness of creating a relational identity orientation or a common ingroup identity that explicitly embraces the value of diversity. The latter methods seem to enforce more personalized and more robust forms of identity-based trust in teams. They may also be useful in promoting trust of minority members in the organizational setting as a whole and in its authorities, probably because these identity patterns contribute to feelings of respect among minority members. Practical implications of these findings are discussed. Résumé. Cet article présente un modèle qui relie la confiance dans des contextes de travail démographiquement divers à trois schémas différents d'identité sociale. On peut considérer que dans des équipes très diverses la confiance est bénéfique pour les relations interpersonnelles et les performances de travail ainsi que pour des relations de travail saines entre membres des minorités et leur organisation. On a dans un premier temps mis en avantqu'imposer une identité intra-groupe commune basée sur des ressemblances était une méthode utile pour créer des formes de confiance dépersonnalisées parmi les membres de sous-groupes de

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