When and how does diversity increase group performance?

Research questions such as how and when
diversity influences performance at work are still
limited within the scientific literature in
management. The purpose of this dissertation is to
provide answers to these questions by proposing a
research model that emphasizes the role of
collective identity salience and psychological
safety climate as important conditions under which
diversity may lead to increased group performance.
The model also highlights three levels of
psychological mechanisms (individual, dyadic and
group-level) to explain how diversity can lead to
augmented group performance.

Autorentext

Professor Marie-Élène Roberge graduated from the Fisher Collegeof Business at the Ohio State University with a Ph.D. in Laborand Human Resource Management. She also holds a Master Degree inIndustrial and Organizational Psychology from the University ofQuébec at Montréal. Her expertise is in the field ofOrganizational Behavior.

Klappentext

Research questions such as "how" and "when" diversity influences performance at work are still limited within the scientific literature in management. The purpose of this dissertation is to provide answers to these questions by proposing a research model that emphasizes the role of collective identity salience and psychological safety climate as important conditions under which diversity may lead to increased group performance. The model also highlights three levels of psychological mechanisms (individual, dyadic and group-level) to explain how diversity can lead to augmented group performance.