Abstract
This article reviews research examining the influence of diversity on conflict and cooperation within the context of the workplace. In particular, we describe how heterogeneity in surface characteristics, such as race and gender, as well as deeper characteristics, such as affect, experience, and knowledge, relate to key workgroup processes and outcomes. Of particular interest is the disparate strength and directionality of the effects reported in the literature. In an effort to provide clarity to the confusion, we emphasize the roles of group longevity and the type of diversity being examined. In addition, we recommend greater specificity with respect to the particular group processes and outcomes being examined.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
