Diverse effects of team diversity: a review and framework of surface and deep-level diversity

Abstract

PurposeWhile diversification within organisations is seen by many to be a strategic move, there is conflicting evidence about what makes diverse teams successful. The purpose of this paper is to highlight a range of complex, and in some cases contradictory, research contributions towards several key areas of diversity within teams, and to propose a framework for integrating existing approaches and clarifying inconsistencies in this domain.Design/methodology/approachA literature review was conducted to explore several key areas of surface and deep-level diversity in teams, with the discussion included in this paper highlighting many of the inconsistencies and complexities associated with this research domain.FindingsThis review highlights the need for future research to look at the effects of surface and deep-level diversity simultaneously, over time, across multiple levels and with a broad range of contextual moderators, to examine their impact on a range of outcomes.Originality/valueIn order to account for the complexities within diversity research, the authors propose the use of the job demands-resources (JDR) model which suggests possible explanations for inconsistent findings and bridges the gap between commonly used theoretical perspectives.