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1、535436JOMXXX10.1177/0149206314535436JournalofManagementLeslie/EthnicStatusDiversityandPerformanceresearch-article2014JournalofManagementVol.43No.2,February2017426–454DOI:10.1177/0149206314535436©TheAuthor(s)2014Reprintsandpermissions:sagepub.com/journalsPermissions.navAStatus-BasedMultilevelM
2、odelofEthnicDiversityandWorkUnitPerformanceLisaM.LeslieNewYorkUniversityThepresentresearchbuildstheoryregardingtheconsequencesofworkunitethnicdiversitybyadvancingastatus-based,multilevelmodelofwhenethnicdiversityislikelytoconstrainworkunitperformance.Incontrasttopastworkunitdiversityresearch,
3、whichhaslargelyignoredthevaryingdegreesofstatusascribedtomembersofdifferentethnicgroups,Iproposethatethnicdiversityismostlikelytoconstrainworkunitcohesion,andinturnworkunitperformance,inworkunitscomposedoftwoethnicsubgroupsthatareseparatedbylargedifferencesinstatus(i.e.,ethnicstatussubgroups;
4、ESS).Furthermore,andconsistentwithevidencethattheconse-quencesofworkunitdiversityarecontingentonthebroadersocialcontextsinwhichworkunitsareembedded,Ipredictthatthepresenceofethnicstatussubgroupsinthecommunityexacer-batesthedetrimentalconsequencesofethnicstatussubgroupsinworkunits.Findingsfrom
5、amultisource,field-baseddataset(N=743employeesnestedwithin131bankbranches)supportthestudyhypotheses.Implicationsfortheoryandpracticearediscussed.Keywords:ethnicity/race;diversity;statusdistance;intergrouprelations;socialidentity;socialcategorization;workgroupsandteams;performance;cohesion;com
6、munitycontextsThedegreeofethnicandracialdiversityinorganizationsisonasteepupwardtrajectory.Asaresult,theconsequencesofincreaseddiversityhavegeneratedsignificantinterestamongSupplementalmaterialforthisarticleisavailableonline.Acknowledgments:ThisarticlewasacceptedundertheeditorshipofDeborahE.R
7、upp.TheauthorwouldliketoacknowledgeMicheleGelfand,PaulHanges,DaveHarrison,KatherineKlein,AndrewKnight,SophieLeroy,DaliMa,CheriOstroff,ChuckStangor,JasonShaw,PaulTesluk,AndyVandeVen,ConnieWanberg,MaryZellmer-Bruhn,andJonathanZiegertfortheirins
