Managing the effects of diversity on social capital

Abstract

PurposeThe purpose of this paper is to link previous research on diversity, social capital and strategic human resource management (SHRM), and propose a model to explain how an SHRM system can moderate the effects of diversity on cognitive and relational dimensions of social capital.Design/methodology/approachQuantitative methodologies were used to address the study's research questions and hypotheses drawing on aggregated data obtained from 53 groups (228 individuals).FindingsThe empirical evidence analyzed rejected a deterministic view of the consequences of diversity, assuming that the extent to which they benefit group social interaction depends on certain conditions that can be managed by SHRM. Adopting a configurational point of view, it is concluded that different SHRM configurations can be used, depending on the effects of diversity that the organization wishes to moderate.Research limitations/implicationsFuture research should consider the particularities of the sample.Practical implicationsTo define diversity‐oriented SHRM strategies, firms must start with a systematic analysis of their diversity profiles, studying the concrete relational and cognitive dynamics that heterogeneity causes.Originality/valueThis model considers the SHRM system as a construct that determines social interaction between employees and therefore moderates the effects of demographic and human capital diversity on group performance.