Abstract
This conceptual paper addresses the presumed interactive effects of work group inclusion and diversity on work group performance. Building on prior theory and research focusing on individual-level inclusion, we put forth the construct of collective experience of inclusion, the aggregated degree to which members of a group feel valued by, engaged with, and able to express themselves authentically within their work group, both as individuals and as members of multiple identity groups. We propose that collective experience of inclusion will be positively associated with indicators of the group's performance. This relationship, we further propose, will be moderated by the diversity of the group's membership, such that, as diversity increases, the positive effects of the collective experience of inclusion on performance will be enhanced. Finally, we propose that variation in the degree to which individuals experience inclusion in the group, as assessed with an index of dispersion in the experience of inclusion, will further moderate this effect, and attenuate the positive interactive effects of collective experience of inclusion and diversity on performance.
Highlights
As leaders become more aware of diversity and its implications for organizations, a key question that arises has to do with diversity’s potential benefits. many organizations see a need to leverage their diversity in the context of globalization, so as to maintain a competitive edge in the marketplace (ROBER-SON, 2006), organizational scholars have not been able to establish a definitive link between diversity and performance in groups (e.g., MILLIKEN; MARTINS, 1996; O’REILLY; WILLIAMS; BARSADE, 1998; VAN KNIPPENBERG; SCHIP-PERS, 2007), because investigations of the direct relationship have often produced mixed results
An integration approach (BERRY 1997, 2008) involves both interacting collaboratively with the larger society or group and at the same time maintaining one’s distinctive identity and culture. This perspective is closer to our view on inclusion, which we discuss in detail below, and is more likely to preserve the positive aspects of diversity in a collective–whether a work group or society at large
Many studies have focused on understanding the impact of diversity on performance, few studies have examined diversity as a moderator and inclusion as a predictor
Summary
This conceptual paper addresses the presumed interactive effects of work group inclusion and diversity on work group performance. We propose that collective experience of inclusion will be positively associated with indicators of the group’s performance. We propose that variation in the degree to which individuals experience inclusion in the group, as assessed with an index of dispersion in the experience of inclusion, will further moderate this effect, and attenuate the positive interactive effects of collective experience of inclusion and diversity on performance. Propõe-se que o aumento da diversidade aumenta os efeitos positivos da experiência coletiva de inclusão no desempenho. Propõe-se que a variação no grau em que os indivíduos experimentam inclusão no grupo, medido por meio de um índice de dispersão da experiência de inclusão, irá também moderar esse efeito, atenuando os resultados interativos positivos da experiência coletiva de inclusão e diversidade sobre o desempenho. Inclusão; Diversidade; Grupos de trabalho; Desempenho do grupo; Psicologia organizacional
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