David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Work group diversity, the degree to which there are differences between group members, may affect group process and performance positively as well as negatively. Much is still unclear about the effects of diversity, however. We review the 1997-2005 literature on work group diversity to assess the state of the art and to identify key issues for future research. This review points to the need for more complex conceptualizations of diversity, as well as to the need for more empirical attention to the processes that are assumed to underlie the effects of diversity on group process and performance and to the contingency factors of these processes.
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Muhammad Ali, Yin Lu Ng & Carol T. Kulik (2013). Board Age and Gender Diversity: A Test of Competing Linear and Curvilinear Predictions. [REVIEW] Journal of Business Ethics 125 (3):1-16.
Susannah B. F. Paletz & Christian D. Schunn (2010). A Social‐Cognitive Framework of Multidisciplinary Team Innovation. Topics in Cognitive Science 2 (1):73-95.
Maarten Vandewaerde, Wim Voordeckers, Frank Lambrechts & Yannick Bammens (2011). Board Team Leadership Revisited: A Conceptual Model of Shared Leadership in the Boardroom. Journal of Business Ethics 104 (3):403-420.
Kathyayini Rao & Carol Tilt (forthcoming). Board Composition and Corporate Social Responsibility: The Role of Diversity, Gender, Strategy and Decision Making. Journal of Business Ethics.
Hannah Trittin & Dennis Schoeneborn (forthcoming). Diversity as Polyphony: Reconceptualizing Diversity Management From a Communication-Centered Perspective. Journal of Business Ethics.
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