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Openness to Dissimilarity Moderates the Consequences of Diversity in Well‐established Groups
Author(s) -
Fujimoto Yuka,
Härtel Charmine E.J.,
Härtel Günter F.,
Baker Nathan J.
Publication year - 2000
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841110003800305
Subject(s) - openness to experience , moderation , diversity (politics) , psychology , social psychology , cognition , sociology , neuroscience , anthropology
Detrimental effects of diversity in workgroups have frequently been observed but research identifying the factors that lead to negative or positive effects in heterogeneous groups is lacking. The Perceived Dissimilarity Openness Moderator Model provides one explanation of the process by which diversity influences group affective, behavioural, and cognitive outcomes. Specifically the model identifies individual, group, and organizational openness as moderating the effects of diversity in workgroups. In this paper we provide evidence from a field study that increased openness to perceived dissimilarity leads to better outcomes in well‐established groups.