Over the past few decades, a great deal of research has been conducted to examine the complex relationship between team diversity and team outcomes. However, the impact of team diversity on team outcomes and moderating variables potentially affecting this relationship are still not fully answered with mixed findings in the literature. These research issues were, therefore, addressed by quantitatively reviewing extant work and provided estimates of the relationship between team diversity and team outcomes. In particular, the effects of task-related and bio-demographic diversity at the group-level were meta-analyzed to test the hypothesis of synergistic performance resulting from diverse employee teams. Support was found for the positive impact of task-related diversity on team performance although bio-demographic diversity was not significantly related to team performance. Similarly, no discernible effect of team diversity was found on social integration. The implications of the review for future research and practices are also discussed.

During the past 2 decades, numerous theories have been postulated to test the compositional effects of member characteristics on group and organizational performance. However, the impact of team composition on performance and moderating variables potentially affecting this relationship is still not clearly understood, and research endeavors have, consequently, produced mixed and inconsistent findings. This review, therefore, synthesizes the current theories and models of team diversity into an integrative theoretical framework by conceptually refining key variables to examine the multidimensional facets of the relationship between team diversity and performance. The implications of this review for future research and organizational practices are also discussed.

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Purpose The purpose of this paper is to investigate the relationship between patient safety culture and two attitudinal constructs: affective organizational commitment and structural empowerment. In doing so, the main and interaction effects of the two constructs on the perception of patient safety culture were assessed using a cohort of physicians. Design/methodology/approach Affective commitment was measured with the Organizational Commitment Questionnaire, whereas structural empowerment was assessed with the Conditions of Work Effectiveness Questionnaire-II. The abbreviated versions of these surveys were administered to a cohort of 71 post-doctoral medical residents. For the data analysis, hierarchical regression analyses were performed for the main and interaction effects of affective commitment and structural empowerment on the perception of patient safety culture. Findings A total of 63 surveys were analyzed. The results revealed that both affective commitment and structural empowerment were positively related to patient safety culture. A potential interaction effect of the two attitudinal constructs on patient safety culture was tested but no such effect was detected. Research limitations/implications This study suggests that there are potential benefits of promoting affective commitment and structural empowerment for patient safety culture in health care organizations. By identifying the positive associations between the two constructs and patient safety culture, this study provides additional empirical support for Kanter's theoretical tenet that structural and organizational support together helps to shape the perceptions of patient safety culture. Originality/value Despite the wide recognition of employee empowerment and commitment in organizational research, there has still been a paucity of empirical studies specifically assessing their effects on patient safety culture in health care organizations. To the authors' knowledge, this study is the first empirical study to examine the relationship between structural empowerment as proposed by Kanter and the culture of patient safety using physicians.

The increase in the number of industry-sponsored credential programs