Detrimental effects of diversity in workgroups have frequently been observed but research identifying the factors that lead to negative or positive effects in heterogeneous groups is lacking. The Perceived Dissimilarity Openness Moderator Model provides one explanation of the process by which diversity influences group affective, behavioural, and cognitive outcomes. Specifically the model identifies individual, group, and organizational openness as moderating the effects of diversity in workgroups. In this paper we provide evidence from a field study that increased openness to perceived dissimilarity leads to better outcomes in well-established groups.
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