Examining Reactions to Workplace Diversity: The Role of Dissimilarity–Attraction in Teams

• Published date: 01 March 2019
• DOI: http://doi.org/10.1002/cjas.1476
• Date: 01 March 2019
• Author: Bryan S. Schaffer

Examining Reactions to Workplace Diversity: The

Role of Dissimilarity–Attraction in Teams

Bryan S. Schaffer*

Florida Gulf Coast University

Abstract

This paper examines existing theory for understanding di-

versity in teams and offers propositions consistent with a

unique dissimilarity–attraction framework. Prior relational

demography research is examined and collective f‌indings

are used to purport this new direction for the f‌ield. Given

current organizational and societal norms that emphasize

a shift to a more proactive approach to diversity and inclu-

sion, dissimilarity itself is suggested to signal positive cues

for social identif‌ication and initial attraction among team

members. The analyses may offer new approaches for fram-

ing hypotheses in relational demography research. Practical

implications for management hinge on the notion that an un-

derstanding of these processes can have real and substantial

impacts on team dynamics and associated competitive ad-

vantage. Copyright © 2018 ASAC. Published by John Wiley

& Sons, Ltd.

Keywords: teams, diversity, relational demography, social

identity, interpersonal attraction

Résumé

Les auteurs de cet article examinent la théorie existante

utilisée pour cerner la diversité au sein des équipes et font

des propositions cadrant avec un cadre unique de

dissimilitude-attraction. Ils se penchent aussi sur les

recherches démographiques relationnelles antérieures et

utilisent les résultats collectifs pour proposer une nouvelle

orientation pour le domaine. En prenant en compte les

normes organisationnelles et sociétales actuelles qui mettent

l’accent sur le passage à une approche plus proactive de la

diversité et de l’inclusion, les auteurs montrent que la

dissemblance elle-même est porteuse d’indices positifs

d’identif‌ication sociale et d’attraction initiale parmi les

membres de l’équipe. Les analyses débouchent sur de nou-

velles approches permettant de formuler des hypothèses

dans la recherche en démographie relationnelle. Les impli-

cations pratiques pour la direction reposent sur l’idée que

la compréhension de ces processus peut avoir des impacts

réels et signif‌icatifs sur la dynamique au sein des équipes

et sur l’avantage concurrentiel qui en découle. Copyright

© 2018 ASAC. Published by John Wiley & Sons, Ltd.

Mots-clés: Équipes, diversité, démographie relationnelle,

identité sociale, attirance interpersonnelle

Introduction

Workplace diversity is the new norm in business, not

the exception. Organizations today recognize that their pop-

ulations are becoming increasingly heterogeneous across a

number of demographic characteristics (McKinney, 2013).

For example, evidence clearly shows that the future will

continue to see increased labour participation from

racial/ethnic minorities (in the United States, Hispanics

and Asians), women, employees over the age of sixty,

and Millennials (“Generations: Demographic trends in

population,”2015). Leaders are also recognizing the neces-

sity of adopting a global mindset in their approach to busi-

ness and strategic management. Individuals from many

different regions, including China, India, Brazil, and Eastern

European countries, have been entering the international la-

bour pool at unprecedented rates, contributing to an emerg-

ing, interconnected, global workforce (Freeman, 2010).

Managers appreciate the need for competencies that will

help organizational members navigate through heightened

levels of complexity coinciding with expanding interna-

tional landscapes (Story & Barbuto, 2011). Across most in-

dustries, working in teams is also becoming the preferred

model for grouping employees together (Richter, Dawson,

& West, 2011). The synergistic effects of collaborative

problem-solving are now seen as an important source of

competitive advantage for many employers.

*Please address correspondence to: Bryan S. Schaffer, Department of Man-

agement, Lutgert College of Business, Florida Gulf Coast University, 10501

FGCU Boulevard South, Fort Myers, Florida, 33965, USA. Email:

bschaffer@fgcu.edu

Canadian Journal of Administrative Sciences

Revue canadienne des sciences de l’administration

36:57–69 (2019)

Published online 31 January 2018 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/CJAS.1476

Can J Adm Sci

36(1), 57–69 (2019)Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd. 57