Diversity climate enhances work outcomes through trust and openness in workgroup communication

Abstract

Diversity climate, defined as an organizational climate characterized by openness towards and appreciation of individual differences, has been shown to enhance outcomes in culturally diverse teams. To date, it remains unclear which processes are responsible for these findings. This paper presents two quantitative studies (n = 91; 246) that identify trust and openness in workgroup communication as possible mediators. We replicate earlier findings that perceived diversity climate positively relates to job satisfaction, sense of inclusion, work group identification and knowledge sharing in teams. In study 1, trust is shown to mediate the effects of perceived diversity climate on team members’ sense of inclusion. In study 2, trust mediates the relationship between perceived diversity climate and workgroup identification and openness mediates its relationship with knowledge sharing.

Does functional diversity increase effectiveness of community care teams? The moderating role of shared vision, interaction frequency, and team reflexivity

“…Across the sample as a whole, the relative number of different professions does not directly relate to team effectiveness. These findings are in line with earlier studies showing that the positive and negative effects of diversity may cancel each other out, thereby not resulting in a net effect on outcomes (Hofhuis, Van der Rijt et al, ; Kearney & Gebert, ; Van Knippenberg & Schippers, ). However, the added value of the present study is that possible moderators of these relationships were also examined, to test whether the effects of functional diversity may be contingent on team processes.…”

“…Conversely, when there is less interaction, functional diversity appears to inhibit team performance. That notion that interpersonal contact and communication are essential in creating the conditions for information elaboration is in line with existing research (Hofhuis, van der Rijt, et al, ). Contrary to expectations, shared vision and team reflexivity do not moderate the diversity–performance link.…”

“…Across the sample as a whole, the relative number of different professions does not directly relate to team effectiveness. These findings are ing in a net effect on outcomes (Hofhuis, Van der Rijt et al, 2016;Kearney & Gebert, 2009;Van Knippenberg & Schippers, 2007).…”

“…Other scholars have shown that the positive effect of information elaboration is limited to teams with high task complexity (Van Dijk et al, ). Hofhuis, van der Rijt, and Vlug () extend this by showing that positive diversity beliefs may also affect the elaboration path, through enhanced knowledge sharing between team members. For an extensive overview of constructs which have been established to moderate the diversity‐effectiveness link, see a recent review by Guillaume and colleagues ().…”

“…Expression of divergent ideas and opinions may force team members to be more alert and critical in their evaluation of problem-solving strategies (Brodbeck & Greitemeyer, 2000;Collins & Geutzkow, 1964). This, in turn, may result in a reduced risk of groupthink, more effective decision-making, and higher team performance (De Dreu & West, 2001;Hofhuis, Van der Rijt, & Vlug, 2016;Nijstad & De Dreu, 2017;West, 2002).…”