Research on the consequences of diversity in teams continues to produce inconsistent results.We review the recent developments in diversity research and identify two shortcomings. First, an understanding of the microdynamics affecting processes and outcomes in diverse teams is lacking. Second, diversity research has tended to treat different social categories as equivalent and thus not considered how members' experiences may be affected by their social category membership. We address these shortcomings by reviewing research on stereotypes, which indicates that stereotypes initiate reinforcing microdynamics among (a) attributions of a target team member's warmth and competence, (b) perceiving members' behavior towards the target team member, and (c) the target team member's behavior. Our review suggests that perceivers' impression formation motivation is the key determinant of the extent to which perceivers continue to treat a target based on categorization. Based on our review, we provide an integrative perspective and corresponding model that outlines these microdynamics of diversity and stereotyping in teams and indicates how stereotyping can benefit as well as harm team functioning. We discuss how this integrative perspective on the microdynamics of diversity and stereotyping in teams relates to the social categorization and the information/decision-making perspective, set a research agenda, and discuss the managerial implications. KeywordsDiversity; Teams; Stereotypes; Microdynamics; Performance 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 2 Page 2 of 101 Academy of Management Annals Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping LiteraturesGlobalization, demographic changes, and the increased use of teams in contemporary organizations have created a surge in research on the consequences of different team members working together . The many recent meta-analyses on the consequences of team diversity signify the considerable amount of attention that has gone to this field of study (e.g., Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011;Horwitz & Horwitz, 2007;Joshi & Roh, 2009;van Dijk, van Engen, & van Knippenberg, 2012). For the past two decades, diversity research has mainly relied on a dual theoretical approach where the social categorization and the information/decision-making perspectives inform answers to the questions why and how diversity affects team performance (Milliken & Martins, 1996; van Knippenberg, De Dreu, & Homan, 2004;Williams & O'reilly, 1998). There is much that we have learned from these perspectives, but despite the fact that theories have been advanced and research models have become more sophisticated, so far the main conclusion that has been drawn is that research on the relationship between team diversity and team performance is inconclus...

We provide an ethical evaluation of the debate on managing diversity within teams and organizations between equality and business case scholars. Our core assertion is that equality and business case perspectives on diversity from an ethical reading appear stuck as they are based on two different moral perspectives that are difficult to reconcile with each other. More specifically, we point out how the arguments of equality scholars correspond with moral reasoning grounded in deontology, whereas the foundations of the business case perspective are crafted by utilitarian arguments. We show that the problems associated with each diversity perspective correspond with the traditional concerns with the two moral perspectives. To resolve this stalemate position, we argue that the equality versus business case debate needs to be approached from a third, less well-known moral perspective (i.e. virtue ethics). We posit that a focus on virtues can enhance equality by reducing prejudice and illustrate this by applying it to the HRM domains of recruitment and selection and of performance management. Subsequently, we argue that values are key to aligning virtues with each other and with corporate strategy, delineate our values and virtues perspective on diversity, and argue why and how it can enhance organizational performance.

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Purpose This study aims to examine whether the psychological capital of male and female university students explains the intention to undertake entrepreneurism. Following Ajzen’s theory of planned behaviour, the aim was to study whether perceived behavioural control and subjective norms influence entrepreneurial intention and if subjective norms moderate established relationships, in both genders. Design/methodology/approach Structural equation modelling and analysis of variance was applied to test the hypotheses amongst students at a Spanish university. Findings The results showed that gender differences in psychological capital, in perceived behavioural control and in subjective norms existed between the male and female population, which explain gender differences in entrepreneurial intention. Similarly, subjective norms acted as a moderator in the relationship between psychological capital, the perceived behavioural control and entrepreneurial intention, with the moderating impact being higher on the female population. Practical implications The results obtained in this paper indicate that developing perceived behavioural control and the psychological capital of university students in training programmes of male and female students helps to promote their entrepreneurial intention. Similarly, the results suggest that building a support network, for instance of family and groups of friends is key to fostering entrepreneurial intention, particularly for women. Originality/value Entrepreneurship is key to the successful employability of current and future generations in the labour market. This study examined key antecedents of student’s entrepreneurial intention and how these are gendered. For both men and women (investing in) psychological capital is important. Informal social support was shown to play a key role in women’s entrepreneurial intention.