Cultural diversity's impact on interaction process and performance: Comparing homogeneous and diverse task groups

by Warren E. Watson, Kamalesh Kumar, Larry K. Michaelsen
Academy of Management Journal ()


The interaction process and performance of culturally homogeneous and culturally diverse groups were studied for 17 weeks. Initially, homogeneous groups scored higher on both process and performance effectiveness. Over time, both types of group showed improvement on process and performance, and the between-group differences converged. By week 7, there were no differences in process or overall performance, but the hterogeneous groups scored higher on two task measures. Implications for management and future research are given.

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