Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups
verifiedrich profile · Journal of International Business Studies · 2009
Stahl, Günter K; Maznevski, Martha L; Voigt, Andreas; Jonsen, Karsten
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supports “This dialogue between persons and organizations is seen in literature on diversity management conceptualized by Stahl et al. (2010). The taxonomy distinguishes convergence (with cohesion and groupthink) and divergence (with creativity and conflict). Bauman (2001) explains that difference could be viewed as a source of pleasurable experience or the fragility and uncertainty of the human condition. The dominant managerial discourse is based on individualism, emphasizing individual results and apparent efficiency. Even if this promotes collaboration, it is false sociability (Faÿ 2008). Developing a culture of communities of persons fosters solidarity between employees and customers. Sincere acknowledgment and mutual support can help to create a healthy workplace that has an impact on customers’ feelings and employee performance. However, wanting to develop performance through sincere acknowledgment and mutual support is not possible. It is impossible to promulgate solidarity within organizations. Even if it seems attractive to move away from individualism, imposed solidarity risks developing derision which makes persons feel like an object (Faÿ 2008). This is the opposite of the goals of persons management (Melé 2012). In a practical way, this means that in the future at work, it would be interesting to promote (not impose) solidarity values in order to be sincerely humane. According to our results, there are persons who influence others. The manager’s behaviour is very important. Change is possible even at a local level. Referring to internal and external solidarities (Hunt & Bendford, 2004), communities of persons in the bank branch includes everyone no matter their differences. But these communities do not include persons outside these communities (e.g. from other branches or other banks). There is even competition with other branches and banks. So, it is possible to say that persons outside these communities are excluded from solidarity. There is no external solidarity. According to Cronk (1973) interpreting Mead (1934), there are two models of consensus-conflict of social relations: intra-group consensus – extra-group conflict; intragroup conflict – extra-group consensus.”
supports “…on US firms’ likelihood to capture new markets, the work of Xie et al. (2020) on the importance of gender diversity for research and development (R&D) teams in Chinese manufacturing firms, or the positive impact of cultural diversity on team creativity in the meta-review by Stahl et al. (2010).”
supports “However, an award-winning meta-analysis 6 (Stahl et al., 2010) did not find a direct relationship between cultural diversity and performance but found a significant relationship between cultural diversity and creativity.”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.5755/j01.ee.35.4.30762
- 10.1007/s41463-022-00135-3
- 10.1080/14719037.2024.2303609
- 10.1057/s41291-024-00282-5
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