University of Amsterdam, Department of Work and Organizational Psychology.
Amsterdam Business School, University of Amsterdam.
J Appl Psychol. 2015 Sep;100(5):1456-67. doi: 10.1037/apl0000013. Epub 2015 Feb 16.
Attaining value from nationality diversity requires active diversity management, which organizations often employ in the form of diversity training programs. Interestingly, however, the previously reported effects of diversity training are often weak and, sometimes, even negative. This situation calls for research on the conditions under which diversity training helps or harms teams. We propose that diversity training can increase team creativity, but only for teams with less positive pretraining diversity beliefs (i.e., teams with a greater need for such training) and that are sufficiently diverse in nationality. Comparing the creativity of teams that attended nationality diversity training versus control training, we found that for teams with less positive diversity beliefs, diversity training increased creative performance when the team's nationality diversity was high, but undermined creativity when the team's nationality diversity was low. Diversity training had less impact on teams with more positive diversity beliefs, and training effects were not contingent upon these teams' diversity. Speaking to the underlying process, we showed that these interactive effects were driven by the experienced team efficacy of the team members. We discuss theoretical and practical implications for nationality diversity management.
实现民族多样性的价值需要积极的多样性管理，而组织通常采用多样性培训计划的形式来实现这一目标。然而，有趣的是，之前报告的多样性培训效果往往较弱，有时甚至是负面的。这种情况需要研究多样性培训在哪些情况下对团队有帮助，哪些情况下对团队有伤害。我们提出，多样性培训可以提高团队的创造力，但前提是培训团队具有较低的积极先备多样性信念（即，更需要这种培训的团队），并且在民族多样性方面具有足够的多样性。通过比较参加民族多样性培训的团队与控制组的创造力，我们发现，对于多样性信念较低的团队来说，当团队的民族多样性较高时，多样性培训会提高创造性绩效，但当团队的民族多样性较低时，会破坏创造力。多样性培训对多样性信念较强的团队的影响较小，培训效果也不取决于这些团队的多样性。从潜在过程来看，我们表明这些交互效应是由团队成员的团队效能感所驱动的。我们讨论了民族多样性管理的理论和实践意义。
