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Diversity is not the Problem – Openness to Perceived Dissimilarity is

Published online by Cambridge University Press:  18 September 2015

Charmine E J Härtel  and
Yuka Fujimoto
Charmine E J Härtel
Affiliation:
Graduate School of Management, The University of Queensland, Brisbane QLD 4072, Australia Tel: +61 7 3365 6747, Fax: +61 7 3365 6988
Yuka Fujimoto
Affiliation:
Graduate School of Management, The University of Queensland, Brisbane QLD 4072, Australia Tel: +61 7 3365 6747, Fax: +61 7 3365 6988
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Abstract

The diversity of internal and external customers continues to increase with social, economic and global changes. This presents an array of opportunities and challenges for organisations. In the present paper we argue that whether interactions between diverse individuals results in benefits or deficits for the organisation depends largely on the level of openness to dissimilarity present in the exchange. This proposition is developed and presented in a model linking types of diversity to organisational group process and outcome effects. Implications for interactions with diverse internal and external customers are suggested. Structural and management characteristics expected to enhance dissimilarity openness in the workforce are offered.

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 6 , Issue 1 , January 2000 , pp. 14 - 27
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2000

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