Abstract
Team diversity holds promises and challenges for team performance. The promise of diversity lies in synergy generated from exchange and integration of diverse perspectives; the challenge lies in social categorization processes that give rise to biases favoring similar others over dissimilar others that disrupt team collaboration. I discuss theory capturing these paths to synergetic and disruptive effects and their contingencies as well as the evidence in research in team diversity and performance. I conclude that the evidence is consistent with the theory, but increasingly suffers from proliferation of moderators and mediators without integrative efforts to consolidate accumulating insights. I also identify theoretical parallels between the study of diversity and demographic dissimilarity as opportunity to develop integrative theory.
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