The Role Of Context In Work Team Diversity Research: A Meta-Analytic Review
verifiedrich profile · Academy of Management Journal · 2009
Joshi, Aparna; Roh, Hyuntak
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
team performance → relations oriented diversity
demographic diversity → team performance
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
demographic diversity correlates team performance
demographic diversity predicts team performance
team performance correlates relations oriented diversity
team performance correlates task oriented diversity
In the authors’ words
The article’s own abstract.
Integrating macro and micro theoretical perspectives, we conducted a meta-analysis examining the role of contextual factors in team diversity research. Using data from 8,757 teams in 39 studies conducted in organizational settings, we examined whether contextual factors at multiple levels, including industry, occupation, and team, influenced the performance outcomes of relations-oriented and task-oriented diversity. The direct effects were very small yet significant, and after we accounted for industry, occupation, and team-level contextual moderators, they doubled or tripled in size. Further, occupation- and industry-level moderators explained significant variance in effect sizes across studies.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “…group processes and performance outcomes, predicting that diversity in knowledge, skills and experiences generates better-quality solutions – the so-called value-in-diversity hypothesis (Bell, Vilado, Lukasik, Belau, & Briggs, 2011; Joshi & Roh, 2009; van Dijk, van Engen, & van Knippenberg, 2012).”
disputes “Overall, analysis of the evidence leads to a conclusion that ‘the direct effect of diversity on performance is essentially zero’ (Joshi & Roh, 2009, p. 618).”
supports “Joshi and Roh (2009) argue that these weak relationships obscure such factors such industry sector and occupation that might lead to demographic diversity having a greater impact (both beneficial and detrimental) on business performance.”
disputes “The majority of these studies, however, have reported a non-significant relationship between team diversity and performance (De Wit & Greer, 2008; Joshi & Roh, 2009).”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.1177/237946152000600108
- 10.1002/smj.2577
- 10.15760/etd.2338
- 10.1177/26317877211004603
- 10.1080/09540962.2024.2311671
- 10.1590/s1807-76922012000200002
- 10.1177/0091026019848458
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.