National diversity and conflict : the role of social attitudes and beliefs

Abstract

To figure out how to minimize the costs and maximize the benefits, we need to understand all dimensions and types of diversity. Research shows that some diversity characteristics have a larger impact than others (Tsui, Egan, & O’Reilly, 1992). One type of diversity that could have a significant impact on workgroup interaction is national diversity. Every member, however, enters the workgroup with a set of personal and social attitudes and beliefs. These pre-programmed attitudes and beliefs may largely affect one’s perceptions and thus behaviors. Whether diversity will have positive or negative consequences may be explained by investigating attitudes of the group members. For this reason, I investigate nationalistic attitudes as exacerbators of conflict in nationally diverse workgroups. A set of studies investigates propositions that members with diverse national backgrounds, especially if they have strong nationalistic attitudes, are likely to experience more conflict than nationally homogenous groups (and/or if members do not hold strong nationalistic views). Other moderators of conflict and outcomes in nationally diverse workgroups that I examine using multiple methods (field, scenario, and lab studies) include social distances, national stereotypes, similarity preferences, and perceived respect.