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This study aims to examine the influence of diversity climate perceptions (DCPs) on team member’s contribution to team innovation and team performance in a multicultural team (MCT). The authors also investigate the moderating effect of cultural intelligence on these relationships.

The authors draw upon the interactional model for cultural diversity to build their hypotheses. Data was gathered from 43 teams consisting of 217 members using a structured questionnaire. Ratings were obtained from both team members and supervisors. The data collected was analyzed using structural equation modeling.

Results indicated that when team members have positive DCPs, it had a positive impact on their innovation and performance in the team. Cultural intelligence was also found to have a direct impact on team member innovation but not on team member performance. Furthermore, cultural intelligence was found to positively moderate the DCPs – team member performance relationship but not the DCPs – team member innovation relationship.

Managing diversity is a key concern for organizations worldwide given the exponentially rising cultural diversity within the workforce. This study would enable practitioners to understand that developing positive DCPs and cultural intelligence of team members are critical to the success of MCTs.

Literature has documented mixed results pertaining to team diversity and its effect on performance, resulting in scholars urging the need to explore how the negative effects of team diversity can be mitigated. This research establishes that positive DCPs and cultural intelligence as two key factors contributing to the performance of MCTs.

This paper aims to discuss ways for fostering innovation management and innovation in management education sensitive to cultural diversity. It explores strands in the literature concerning cross‐cultural awareness and undertakes a case study, carried out in a multicultural organisation, aimed at pinpointing challenges faced by managers working in such environments. Argues that logistics could help understanding, sensitising and taking into account cultural diversity in management education. Also claims that cultural plurality is an asset, rather than a constraint. The article concludes by suggesting possible ways ahead in the development of culturally sensitive managers in an increasingly globalised but also highly multicultural world.

The purpose of this paper is to examine how diversity of cultural minority newcomers and transformational leadership affect the socialization process of cultural minorities in organizations.

A conceptual model is developed based on diversity theory and past research studies.

The authors highlight the roles of transformational leadership and diversity mindsets in facilitating their socialization process.

Using quantitative studies, future research should attempt to test the propositions presented in this paper by conducting employee-level studies.

The focus of diversity training needs to be changed from preventing unfairness and discrimination to viewing diversity as an important informational resource. Leaders of cultural minority newcomers should be trained to lead in a more transformational manner.

Scholars suggest that research on cultural minorities is lacking and their integration in organizations is examined less extensively. In this paper, the authors fill this gap and present a conceptual model examining the socialization process of cultural minorities.

This study aims to shed light on the relationship between gender diversity and group performance by considering the moderating role of relative cultural distance. Drawing from the categorization–elaboration model (CEM), the authors hypothesize that gender-diverse collaborative learning groups perform better when a low level of relative cultural distance in country-level individualism–collectivism or power distance exists among group members.

To test this hypothesis, the authors conducted a study on 539 undergraduate students organized into 94 groups. The assessment of group performance was based on scores given by external raters.

The authors found that relative cultural distance significantly moderated the gender diversity–group performance relationship such that gender diversity was positively related to group performance when the collaborative learning group included members who similarly valued individualism–collectivism or power distance (i.e. relative cultural distance was low) and was negatively related to group performance when the collaborative learning group comprised members who differently valued individualism–collectivism or power distance (i.e. relative cultural distance was high).

This study contributes to understanding when gender diversity is positively associated with group performance by expanding the range of previously examined diversity dimensions to include relative cultural distance in country-level individualism–collectivism and power distance.

The purpose of this paper is to investigate the extent to which intragroup conflict mediates the relationship between cultural diversity and group outcomes.

Three types of intragroup conflict were considered: relationship, process, and task conflict. Cultural diversity was defined as group members' dissimilarity in horizontal and vertical individualism and collectivism. Group outcomes were operationalized as satisfaction with the group and perceived performance of the group. Mediated regression analysis was used to test the hypothesized relationships with data from 76 science research groups.

Cultural diversity was positively related to relationship, process, and task conflict. In turn, the three conflict types were associated with unfavorable group outcomes. Further, the three types of conflict were shown to mediate the relationship between cultural diversity and group outcomes.

Potential limitations of this study include its cross‐sectional design, common method bias, generalizability of findings, and use of three different questionnaire formats. The possible impact of these limitations is addressed.

Although this research implies that culturally homogeneous groups have better outcomes, it is often impossible and undesirable to assemble such groups. The targeted use of cross‐cultural training programs may help individuals function well in culturally diverse groups by lessening conflict and thus allowing more favorable group outcomes.

Previous research has either asserted a relationship between cultural diversity and unfavorable group outcomes or shown a relationship between intragroup conflict and unfavorable group outcomes. The contribution of this study is to show that intragroup conflict mediates the relationship between cultural diversity and group outcomes.

The use of visual templates has proven instrumental in supporting group meetings. The purpose of this paper is to explore whether visual templates enable culturally diverse groups to achieve greater task precision in face-to-face meetings.

Building on Adaptive Structuration Theory, it is argued that visual templates provide structuration for face-to-face meetings, even more so when they are embedded in computer-supported collaborative systems. In particular, it is hypothesized that the higher the degree of structuration imposed by visual templates, the higher the degree of task precision will be. It is also hypothesized that this relationship is positively moderated by group cultural diversity: higher cultural diversity will further sustain the positive effects of visual templates that provide higher structuration.

Results of an experiment with 229 managers from 49 countries confirm that facilitating groups with visual templates embedded in a computer-supported collaborative system significantly increases task precision at high levels of cultural diversity.

This study contributes to Positive Organizational Scholarship (POS) by investigating the use of visual templates as a contingency factor that increases performance – specifically task precision – of co-located, culturally diverse groups.

Results indicate that visual templates embedded in a computer-supported collaborative system are an effective method for increasing task precision in face-to-face meetings of culturally diverse groups.

Theories from information systems and visualization are integrated into cross-cultural management with a view to sustaining the effectiveness of culturally diverse groups. The study sample is characterized by highly culturally diverse groups interacting in face-to-face meetings.

This study aims to examine the roles of board gender and cultural diversities in driving social sustainability practices through the moderating effect of board structure policies in the logistics and transportation sector.

The authors conducted fixed-effects regression with 2005–2019 data from Thomson Reuters Eikon.

The results showed that female directors are significant predictors of social sustainability across the four dimensions of human rights, workforce, product responsibility and community development. Additionally, directors with different cultural backgrounds (but not the workforce) are significant determinants of community development, human rights and product responsibility. Furthermore, although board structure policies positively moderate the relationship between board gender diversity and social sustainability, they fail to moderate the relationship between board cultural diversity and social sustainability.

The findings have crucial implications for the logistics and transportation sector's social sustainability and may help the sector align with employees' and society's expectations. The incorporation of board gender and cultural diversities into the research design was a response to calls by the European Union (EU) and the United Nations (UN) to address board configuration and stakeholders' concerns.

The purpose of this paper is to show how corporate responsibility (CR) could be utilized to manage and develop individual, cultural, and biodiversity and turn them into business strategies.

Case studies of two multinational forest companies are used to demonstrate present and possible corporate values, words, and actions of diversity.

Forest companies tend to react on external pressure in diversity issues. They often take a confrontational or minimum legal compliance approach. Biodiversity, cultural diversity, and individual diversity form an intertwined hot topic all over the world.

For future prospects, forest companies should take initiative in diversity enhancement and become entrepreneurial, particularly as pulp and paper production is a declining industry and new business visions are needed. In cooperation with indigenous peoples, environmental organizations, governments, and other stakeholders forest companies could replace monocultural tree plantations with multicultural forest gardens, which provide many ecosystem services, natural products, and employment, and participate in large‐scale forest leasing for conservation. Multinational forest companies could also make better use of their diverse individual and cultural resources.

This is the first attempt to build a CR/diversity framework by studying different kinds of diversity issues through CR and by analyzing corporate values, words, and actions. Integrating diversity into CR helps companies to turn it into a business strategy.