The effects of diversity on business performance: Report of the diversity research network
Article first published online: 18 APR 2003
Copyright © 2003 Wiley Periodicals, Inc.
Human Resource Management
Volume 42, Issue 1, pages 3–21, Spring 2003
How to Cite
Kochan, T., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., Leonard, J., Levine, D. and Thomas, D. (2003), The effects of diversity on business performance: Report of the diversity research network. Hum. Resour. Manage., 42: 3–21. doi: 10.1002/hrm.10061
- Issue published online: 18 APR 2003
- Article first published online: 18 APR 2003
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. © 2003 Wiley Periodicals, Inc.