A field test of the diversity‐openness moderator model in newly formed groups: openness to diversity affects group decision effectiveness and interaction patterns

Yuka Fujimoto (PhD, lecturer of HRM at Deakin University)
Charmine E.J. Härtel (PhD, Professor of HRM and Organizational Development and is Director of the Centre for Business Research at Deakin University)
Günter F. Härtel (Chief Statistician for CSL Limited, a Pharmaceutical Company based in Melbourne)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Publication date: 1 December 2004

Abstract

Detrimental effects of diversity in workgroups has frequently been observed but research identifying the factors that lead to negative or positive effects in heterogeneous groups is lacking. The Perceived Dissimilarity Openness Moderator Model provides one explanation of the process by which diversity influences group affective, behavioral, and cognitive outcomes. Specifically the model identifies individual, group, and organizational openness as moderating the effects of diversity in workgroups. In this paper evidence is provided from a field study that increased openness to perceived dissimilarity leads to better outcomes in newly formed groups. This study also constitutes a significant building block toward the development of theory concerning the moderating variables of the relationship between diversity and group processes, and outcomes of organizations.

Keywords

Citation

Fujimoto, Y., Härtel, C. and Härtel, G. (2004), "A field test of the diversity‐openness moderator model in newly formed groups: openness to diversity affects group decision effectiveness and interaction patterns", Cross Cultural Management: An International Journal, Vol. 11 No. 4, pp. 4-16. https://doi.org/10.1108/13527600410797918

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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