Human Resource Management 2003

The effects of diversity on business performance: Report of the diversity research network

Thomas A. Kochan¹; Katerina Bezrukova²; Robin J. Ely³; Susan E. Jackson^4,5; Aparna Joshi⁶; Karen A. Jehn²; Jonathan S. Leonard⁷; David I. Levine^8,7; David A. Thomas³

¹ Workplace Health, Safety and Compensation Commission · ² University of Pennsylvania · ³ Harvard Business School · ⁴ Rutgers, The State University of New Jersey · ⁵ Rutgers Sexual and Reproductive Health and Rights · ⁶ University of Illinois Urbana-Champaign · ⁷ University of California, Berkeley · ⁸ China University of Labor Relations

Abstract

This article summarizes the results and conclusions reached in studies of the relationships between race and gender diversity and business performance carried out in four large firms by a research consortium known as the Diversity Research Network. These researchers were asked by the BOLD Initiative to conduct this research to test arguments regarding the “business case” for diversity. Few positive or negative direct effects of diversity on performance were observed. Instead a number of different aspects of the organizational context and some group processes moderated diversity‐performance relationships. This suggests a more nuanced view of the “business case” for diversity may be appropriate.

DOI

10.1002/hrm.10061

Sources

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APA 7 MLA 9 Chicago (author–date) Harvard Elsevier Harvard (JFE, JBF…) The Accounting Review Academy of Management American Marketing Association INFORMS (Management Science) Copy citation Copied ✓