Getting Specific about Demographic Diversity Variable and Team Performance Relationships: A Meta-Analysis

By Suzanne T. Bell, Anton J. Villado, Marc A. Lukasik, L. Belau, Andrea L. Briggs. 2011

834 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/71deb60fb517887dc8fb767468c099627e2c55ea

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Citations in the corpus

Team creativity/innovation in culturally diverse teams: A meta‐analysis (2019, result): “This finding concurs with previous meta‐ analyses that has found a nonsignificant relationship between team diversity in nationality/ethnicity and team creativity (for meta‐analytic reviews, see Bell et al., 2011; Hülsheger, Anderson, & Salgado, 2009; van Dijk et al., 2012).”
Embracing Complexity: Reviewing the Past Decade of Team Effectiveness Research (2019, positive): “Team Processes Marks et al. (2001) also argued that team processes contain 10 facets that map onto three dimensions—transition, action, and interpersonal processes—and occur in varying episodic cycles cycles.”
Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “Interestingly, this literature almost exclusively examines the collective representation of the team—that is, how “diverse” the team is—rather than the multilevel representation and impact of this diversity (see Bell et al., 2011; Harrison & Klein, 2007; Jackson, Joshi, & Erhardt, 2003).”
Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process (2016, background): “With respect to TMTs, Bell, Villado, Lukasik, Belau, and Briggs (2011) and Certo, Lester, Dalton, and Dalton (2006) find positive (and some negative; Bell et al., 2011) relations between different types of TMT demographic diversity and team performance. Differences in how the meta-analyses distingui”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, background): “…categorization theory, review studies and meta-analyses indicate that demographic faultlines are often afﬁliated with increased conﬂict and process losses, which lead to decreased performance (Bell, Villado, Lukasik, Belau, & Briggs, 2011; Thatcher & Patel, 2011; van Knippenberg & Schippers, 2007).”
Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, result): “…dimensions of diversity (e.g., surface- vs. deep-level; Harrison et al., 2002; Srikanth et al., in press) or types of diversity (e.g., gender, age; Bell et al., 2011) with inconclusive results (van Dijk et al., 2012; van Knippenberg & Schippers, 2007); the sub-group and team diversity literatures…”
Diversity in Alliance Portfolios and Performance Outcomes: A Meta-Analysis (2017, methodology): “For example, effect sizes that used the Blau index (Blau, 1977) were categorized as variety.”
A Workgroup Climate Perspective on the Relationships Among Transformational Leadership, Workgroup Diversity, and Employee Creativity (2013, background): “An opposing perspective poses that demographic diversity can increase conflict and communication difficulties, thus limiting potential diversity benefits (Bell et al., 2011; Jackson et al., 2003; Richard, McMillian, Chadwick, & Dwyer, 2003). In support of this perspective, Bell and colleagues (2011)”
A Review and Integration of Team Composition Models (2014, background): “specific types of diversity as related to specific outcomes yielded higher effect sizes as compared to generic “diversity effects” (Bell et al., 2011).”