The effects of diversity on business performance: Report of the diversity research network

Do women in top management affect firm performance?A panel study of 2,500 Danish firms

“…They even find significantly negative relations in some cases. Kochan et al (2003) also find no positive relations between gender diversity in management and firm performance for US companies.…”

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

“…However, there have been few efforts to measure their effectiveness (Cox, 1991;Cox & Blake, 1991;Ellis & Sonnenfeld, 1994;Konrad & Linnehan, 1995;Naff & Kellough, 2003;Richard & Johnson, 1999). Rather, evidence regarding the efficacy of DEM practices in creating a diverse workplace has been implied through the workplace diversity-firm performance link, research examining DEM practices as key factors empowering the degree to which a diverse workforce is more (or less) effective (e.g., Cunningham, 2009;Kochan et al, 2003;Kossek, Lobel, & Brown, 2006;Yang & Konrad, 2011), and organization stratification research (e.g., Goodman, Fields, & Blum, 2003;Kalev, Dobbin, & Kelly, 2006;Reskin & McBrier, 2000) studying the association between broad-based HR practices (e.g., recruitment) and percentages of women and minority groups in organizations. In turn, the focus of our article is to investigate the overall racial diversity (or variety; Harrison & Klein, 2007) in firms' managerial ranks, as (a) race is a major component of diversity in firms (Richard, 2000) and (b) managers influence strategic decision making and implementation of strategic policies (e.g., Burgelman, 1994;Dwyer, Richard, & Chadwick, 2003;Floyd & Wooldridge, 1997), both of which affect a firm's bottom line.…”

Predictors of Group Performance in a Police Criminal Investigation Department: the Role of Gender Homogeneity, Leadership and Team Characteristics

“…Other studies claim that gender homogeneity improves interaction and performance (Alagna et al 1982;see also Turner 1987;Ibarra 1992). However, Kochan et al (2003) conclude from their study that gender diversityhas apositiveimpact,if any, ontheteam process.They saythat this is consistent with results reported previously in the literature, which found that gender-balanced groups have more positive interactions than predominantly female or male groups (Hoffman and Maier 1961;Wood 1987). Most diversity research tends towards the pessimistic view that diversity encourages social division, conflict and horseplay.…”

“…The general level of diversity (defined in terms of gender) is low and diminishes as police officers' rank increases: 22.1% of the officers in the Netherlands are female (Van Ewijk 2012). In general, research into team diversity has produced few clear findings (Jackson and Joshi 2004, p. 697; see also Webber and Donahue 2001;Jackson et al 2003;Kochan et al 2003). Diversity and performancedonotalwaysappeartogohandinhand.Whilesome studies show a correlation between diversity and innovation, improved strategic decision-making and organizational performance, others find that diversity leads to more conflict, less social cohesion and higher employee turnover (Gonzalez and Denisi 2009;Jackson and Joshi 2004;Ragins and Gonzalez 2003;Tsui et al 1992;Van Knippenberg et al 2004;Richard et al 2004;Sacco and Schmitt 2005).…”