Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups

@article{Jehn1999WhyDM,
  title={Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups},
  author={Karen A. Jehn and Gregory B. Northcraft and Margaret A. Neale},
  journal={Administrative Science Quarterly},
  year={1999},
  volume={44},
  pages={741 - 763}
}
A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this effect. Social category diversity positively… 

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