Vernon Heath Professor.
Organizational diversity, integration and performance†
Article first published online: 23 DEC 2007
Copyright © 2007 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 29, Issue 3, pages 335–354, April 2008
How to Cite
Van de Ven, A. H., Rogers, R. W., Bechara, J. P. and Sun, K. (2008), Organizational diversity, integration and performance. J. Organiz. Behav., 29: 335–354. doi: 10.1002/job.511
The research reported here is part of a longitudinal study of changes unfolding in Minnesota healthcare organizations.
- Issue published online: 11 MAR 2008
- Article first published online: 23 DEC 2007
- Manuscript Accepted: 2 OCT 2007
- Manuscript Revised: 24 SEP 2007
- Manuscript Received: 1 MAR 2005
This research examines how integrative methods of open communications, involvement, and conflict resolution in implementing an organizational change initiative moderate the relationship between cognitive diversity among employees and organization performance. In this longitudinal study of 37 medical clinics, we find that the interaction of integrative methods and diversity of models for organizing among employees has a significant positive effect on clinic revenue, productivity, and patient satisfaction. An important practical implication of these findings is that instead of seeking consensus on a singular vision of a strategic change initiative, managers are more likely to improve organization performance by focusing their interventions on creating integrative methods for encouraging and learning from diverse and opposing views of an organizational change initiative. Copyright © 2007 John Wiley & Sons, Ltd.