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- handle: 10670/1.7lqto1
- hal: hal-03873741
- doi: 10.1016/j.jpubeco.2020.104332
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Mots-clés
Ethnic diversity Organizational behavior Labor management Performance D - Microeconomics/D.D2 - Production and Organizations/D.D2.D22 - Firm Behavior: Empirical Analysis J - Labor and Demographic Economics/J.J2 - Demand and Supply of Labor/J.J2.J24 - Human Capital • Skills • Occupational Choice • Labor Productivity L - Industrial Organization/L.L2 - Firm Objectives, Organization, and Behavior/L.L2.L22 - Firm Organization and Market Structure M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M5 - Personnel Economics/M.M5.M54 - Labor Management O - Economic Development, Innovation, Technological Change, and Growth/O.O1 - Economic Development/O.O1.O12 - Microeconomic Analyses of Economic DevelopmentSujets proches
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Benjamin Marx et al., « Diversity and Team Performance in a Kenyan Organization », Archive ouverte de Sciences Po (SPIRE), ID : 10.1016/j.jpubeco.2020.104332
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Résumé
We present the results from a field experiment on team diversity. Individuals working as door-to-door canvassers for a non-profit organization were randomly assigned a teammate, a supervisor, and a list of individuals to canvass. This created random variation within teams in the degree of horizontal diversity (between teammates), vertical diversity (between teammates and their supervisor) and external diversity (between teams and the individuals they canvassed). We observe team-level measures of performance and find that horizontal ethnic diversity decreases performance, while vertical diversity often improves performance, and external diversity has no effect. The data on time use suggests that horizontally homogeneous teams organized tasks in a more efficient way, while vertically homogeneous teams exerted lower effort.