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The effects of diversity on business performance: Report of the diversity research network
Author(s) -
Kochan Thomas,
Bezrukova Katerina,
Ely Robin,
Jackson Susan,
Joshi Aparna,
Jehn Karen,
Leonard Jonathan,
Levine David,
Thomas David
Publication year - 2003
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.10061
Subject(s) - diversity (politics) , context (archaeology) , race (biology) , diversity management , knowledge management , sociology , public relations , psychology , political science , computer science , geography , gender studies , archaeology , anthropology
This article summarizes the results and conclusions reached in studies of the relationships between race andgender diversity and business performance carried out in four large firms by a research consortium known as theDiversity Research Network. These researchers were asked by the BOLD Initiative to conduct this research to testarguments regarding the “business case” for diversity. Few positive or negative direct effects ofdiversity on performance were observed. Instead a number of different aspects of the organizational context andsome group processes moderated diversity‐performance relationships. This suggests a more nuanced view ofthe “business case” for diversity may be appropriate. © 2003 Wiley Periodicals, Inc.