 Diversity mindsets and the performance of diverse teamsDaan van Knippenberg, Wendy P. van Ginkel and Astrid C. Homan Organizational Behavior and Human Decision Processes, 2013, vol. 121, issue 2, 183-193 Abstract: Diversity can enhance as well as disrupt team performance. Diversity beliefs and climates may play an important moderating role in these effects, but it is unclear what form these should take to promote the positive effects of diversity. Addressing this question in an integration of research in team cognition and diversity, we advance the concept of diversity mindsets, defined as team members’ mental representations of team diversity. These mindsets capture diversity-related goals and associated procedural implications for goal achievement. We develop theory about the accuracy, sharedness, and awareness of sharedness of mindsets as moderators of the diversity-performance relationship. We also identify the determinants of these aspects of diversity mindsets. Finally, we discuss the implications of our model for the management of diversity. Keywords: Diversity; Diversity climates; Diversity beliefs; Diversity attitudes; Information elaboration; Shared cognition; Team performance; Team cognition; Team leadership; Team reflexivity (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:121:y:2013:i:2:p:183-193 DOI: 10.1016/j.obhdp.2013.03.003 Access Statistics for this article Organizational Behavior and Human Decision Processes is currently edited by John M. Schaubroeck More articles in Organizational Behavior and Human Decision Processes from Elsevier |
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