Impact of highly and less job-related diversity on work group cohesion and performance: a meta-analysis

By S. Webber, L. Donahue. 2001

959 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1d3a8026b59b2a6056372764cf71d9c3f3b17266

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In Gender Studies

In Organizational Behavior and Human Resource Management

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Citations in the corpus

The Compositional Impact of Team Diversity on Performance: Theoretical Considerations (2005, background): “…integrating workforce diversity as part of their business strategy, effectively managing diversity is a relatively new area of human resource development (HRD), and much of empirical support on assessing particular practices is conflicting (Pelled, Eisenhardt, & Xin, 1999; Webber & Donahue, 2001).”
Team Faultline Measures (2013, positive): “This large body of research has not led to conclusive results, as several meta-analyses showed (S. Bell, Villado, Lukasik, Belau, & Briggs, 2011; Bowers, Pharmer, & Salas, 2000; Guillaume, Brodbeck, & Riketta, 2012; van Dijk, van Engen, & van Knippenberg, 2012; Webber & Donahue, 2001).”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, methodology): “Certain meta-analyses have been performed in an attempt to integrate findings across studies (Evans and Dion, 1991; Gully et al., 1995; Mullen and Copper, 1994; Webber and Donahue, 2001).”
Size Does Matter: How Varying Group Sizes in a Sample Affect the Most Common Measures of Group Diversity (2009, neutral): “Email: biemann@wiso.uni-koeln.de 2006; Van Knippenberg, De Dreu, & Homan, 2004; Webber & Donahue, 2001).”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “…some of the barriers to trust development, including a careful selection of the team members designed to increase perceptions of similarity (Webber & Donahue, 2001) or creating trust-building opportunities to create interpersonal relationships between diverse team members (Newell et al.,…”
What's the difference? Diversity constructs as separation, variety, or disparity in organizations. (2007, background): “Synthesis is also made difficult by the varied theoretical perspectives used to guide diversity research.”
WHEN AND HOW DIVERSITY BENEFITS TEAMS: THE IMPORTANCE OF TEAM MEMBERS' NEED FOR COGNITION (2009, background): “Neither highly nor less strongly task-related diversity has been systematically linked to team performance (Webber & Donahue, 2001).”
The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes (2010, result): “However, much research on group diversity has shown mixed results (cf. Horwitz & Horwitz, 2007; Webber & Donahue, 2001; Williams & O’Reilly, 1998).”
Trust Development in Swift Starting Action Teams (2012, background): “…have found little or no relationship between surface-level diversity in teams and various outcomes, such as social integration and performance (e.g., Horwitz & Horwitz, 2007; Webber & Donahue, 2001), making the relationship between surface-level diversity in a team and performance less than clear.”
The Role Of Context In Work Team Diversity Research: A Meta-Analytic Review (2009, methodology): “…lists from previous reviews on this topic, including both narrative (Harrison & Klein, 2007; Jackson et al., 2003; Milliken & Martins, 1996; Van Knippenberg & Schippers, 2007; Williams & O’Reilly, 1998) and quantitative (Bowers et al., 2000; Horwitz & Horwitz, 2007; Webber & Donahue, 2001) reviews.”
Workplace Diversity and Group Relations: An Overview (2006, methodology): “In fact, Webber and Donahue (2001) found no relationships between these variables, leading them to conclude that the link between highly job-related and less job-related diversity with cohesion and performance has been overstated, a theme echoed by the earlier work of Bower, Pharmer, and Salas…”