UCL School of Management

Research project

Diversity and performance

Summary

People differ in many different ways – different nationalities, different genders, different ages. But do these differences matter when it comes to leadership, teamwork, patterns of interaction, cognitions? In this research project, we look at whether women and ethnic minorities are marginalized in organizational settings (Mehra, Kilduff, & Brass, 1998). We examine whether teams with leaders from different countries think differently and perform better or worse than teams more homogenously structured (Kilduff, Angelmar, & Mehra, 2000). We examine whether demographic diversity produces fragmentation in teams, and what the consequences of this fragmentation might mean for performance (Balkundi et al.2007).

Relevance

With the increasing diversity of the workforce, it's important to examine the consequences of this diversity for social interaction, group performance, and leadership.

Selected publications

Mehra, A., Kilduff, M., & Brass, D. J. (1998). At the margins: A distinctiveness approach to the social identity and social networks of underrepresented groups. ACADEMY OF MANAGEMENT JOURNAL, 41 (4), 441-452. doi:10.2307/257083 [link]
Balkundi, P., Kilduff, M., Barsness, Z. I., & Michael, J. H. (2007). Demographic antecedents and performance consequences of structural holes in work teams. Journal of Organizational Behavior, 28 (2), 241-260. doi:10.1002/job.428 [link]
Kilduff, M., Angelmar, R., & Mehra, A. (2000). Top Management-Team Diversity and Firm Performance: Examining the Role of Cognitions. Organization Science, 11 (1), 21-34.

Link to the publication’s UCL Discovery page

Last updated Tuesday, 22 July 2014

Author

Research areas

Social psychology of organizations; Strategic management

Research topics

Leadership; Interpersonal networks; Intra-organizational networks; Group dynamics; Group structure