Abstract:
There are contradictory findings in the work psychology and HRM literature related to the importance of diversity in leveraging the competitive advantage of an organisation. The information decision approach argues that a well-managed informational diversity can lead to creativity in the workplace. On the other hand, proponents of social identity theory posit that diversity results in social divisions that impede group communication and team performance. Taking a cue from this paradox, the present research work has investigated team diversity from a social identity perspective focusing on the effects of team members' deep-diversity on team creativity. Deep-level dimensions are psychological in nature and are not readily apparent (e.g., attitudes, values, beliefs, preferences, and identities). Past research indicates that deep-level characteristics play a more critical role than surface-level dimensions and analysis of such effects are more pertinent in diversity management context. Moreover, the present study has conceptualised team creativity climate as a mediator in the diversity and creativity link which shapes deep-diversity effects on team creativity
