{"id":{"repo_id":"cau-kiel","oai_identifier":"oai:macau.uni-kiel.de:macau_mods_00008688"},"canonical_url":"https://search.dev.ndltd.org/etd/cau-kiel/oai:macau.uni-kiel.de:macau_mods_00008688","repository":{"repo_id":"cau-kiel","name":"Christian-Albrechts Universität Kiel","base_url":"https://macau.uni-kiel.de/servlets/OAIDataProvider"},"display":{"title":"How Diversity Affects Teams","abstract":"This dissertation examines team diversity effects with a focus on their management. Against the background of recent significant societal challenges, diverse teams are often seen as crucial for fostering innovation, creativity, and decision quality. However, team diversity does not naturally translate into better outcomes because social categorization can trigger dysfunctional subgrouping, potentially hindering the effective elaboration of diverse perspectives. Therefore, team diversity management plays a central role in enabling teams to leverage their diversity. Across four papers, this dissertation examines whether and how team diversity training, team functional leadership, and perceived inclusion are effective management practices. Designing and implementing diversity management practices requires a profound understanding of the mechanisms underlying the team diversity–effectiveness link. Therefore, the first paper systematically summarizes the social and informational mechanisms studied in team diversity research in a conceptual review. The review reveals that social and informational mechanisms are inseparably intertwined, suggesting that diversity management should optimally address social and informational aspects of teamwork. Building on these findings, the subsequent papers examine diversity training and functional leadership aimed at developing a shared team identity and fostering information elaboration, as well as the mutual evolution of perceived inclusion and information sharing. Results indicate that leadership and training are indeed positively associated with team creativity through increased information elaboration and partly through identification. Integrating these findings highlights the importance of both proactively equipping teams with abilities and skills to leverage their diversity and reactively intervening once subgrouping has occurred. This dissertation advances team diversity literature through conceptual insights and methodological advancements, providing practical implications for managing diverse teams.","abstract_html":"This dissertation examines team diversity effects with a focus on their management. Against the background of recent significant societal challenges, diverse teams are often seen as crucial for fostering innovation, creativity, and decision quality. However, team diversity does not naturally translate into better outcomes because social categorization can trigger dysfunctional subgrouping, potentially hindering the effective elaboration of diverse perspectives. Therefore, team diversity management plays a central role in enabling teams to leverage their diversity. Across four papers, this dissertation examines whether and how team diversity training, team functional leadership, and perceived inclusion are effective management practices. Designing and implementing diversity management practices requires a profound understanding of the mechanisms underlying the team diversity–effectiveness link. Therefore, the first paper systematically summarizes the social and informational mechanisms studied in team diversity research in a conceptual review. The review reveals that social and informational mechanisms are inseparably intertwined, suggesting that diversity management should optimally address social and informational aspects of teamwork. Building on these findings, the subsequent papers examine diversity training and functional leadership aimed at developing a shared team identity and fostering information elaboration, as well as the mutual evolution of perceived inclusion and information sharing. Results indicate that leadership and training are indeed positively associated with team creativity through increased information elaboration and partly through identification. Integrating these findings highlights the importance of both proactively equipping teams with abilities and skills to leverage their diversity and reactively intervening once subgrouping has occurred. This dissertation advances team diversity literature through conceptual insights and methodological advancements, providing practical implications for managing diverse teams.","abstract_has_math":false,"creators":["Reinert, Christoph"],"institution":"Christian-Albrechts-Universität zu Kiel","degree_name":null,"degree_level":"thesis.doctoral","degree_discipline":null,"degree_department":null,"school":null,"contributors":["Büngeler, Claudia","Schultz, Carsten","Hartmann, Silja"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2026,"date_issued":"2026-07-09","date_published":"2026-07-09","updated_at":"2026-07-24T01:35:26Z","subjects":["Team Diversity","Diversity Training","Functional Leadership","Perceived Inclusion"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://macau.uni-kiel.de/receive/macau_mods_00008688","outbound_label":"Repository record","outbound_source":"source_url"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Büngeler, Claudia","Schultz, Carsten","Hartmann, Silja"]},{"key":"dc:creator","label":"Author","values":["Reinert, Christoph"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:publisher","label":"Institution","values":["Universitätsbibliothek Kiel"]},{"key":"dc:type","label":"Dc Type","values":["PhDThesis"]},{"key":"thesis:degree_level","label":"Degree Level","values":["thesis.doctoral"]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["Christian-Albrechts-Universität zu Kiel"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Team Diversity","Diversity Training","Functional Leadership","Perceived Inclusion"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This dissertation examines team diversity effects with a focus on their management. Against the background of recent significant societal challenges, diverse teams are often seen as crucial for fostering innovation, creativity, and decision quality. However, team diversity does not naturally translate into better outcomes because social categorization can trigger dysfunctional subgrouping, potentially hindering the effective elaboration of diverse perspectives. Therefore, team diversity management plays a central role in enabling teams to leverage their diversity. Across four papers, this dissertation examines whether and how team diversity training, team functional leadership, and perceived inclusion are effective management practices. Designing and implementing diversity management practices requires a profound understanding of the mechanisms underlying the team diversity–effectiveness link. Therefore, the first paper systematically summarizes the social and informational mechanisms studied in team diversity research in a conceptual review. The review reveals that social and informational mechanisms are inseparably intertwined, suggesting that diversity management should optimally address social and informational aspects of teamwork. Building on these findings, the subsequent papers examine diversity training and functional leadership aimed at developing a shared team identity and fostering information elaboration, as well as the mutual evolution of perceived inclusion and information sharing. Results indicate that leadership and training are indeed positively associated with team creativity through increased information elaboration and partly through identification. Integrating these findings highlights the importance of both proactively equipping teams with abilities and skills to leverage their diversity and reactively intervening once subgrouping has occurred. This dissertation advances team diversity literature through conceptual insights and methodological advancements, providing practical implications for managing diverse teams."]},{"key":"dc:format.medium","label":"Dc Format Medium","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["How Diversity Affects Teams"]}]}],"canonical_facts":{"dc:contributor":["Büngeler, Claudia","Schultz, Carsten","Hartmann, Silja"],"dc:creator":["Reinert, Christoph"],"dc:description.abstract":["This dissertation examines team diversity effects with a focus on their management. Against the background of recent significant societal challenges, diverse teams are often seen as crucial for fostering innovation, creativity, and decision quality. However, team diversity does not naturally translate into better outcomes because social categorization can trigger dysfunctional subgrouping, potentially hindering the effective elaboration of diverse perspectives. Therefore, team diversity management plays a central role in enabling teams to leverage their diversity. Across four papers, this dissertation examines whether and how team diversity training, team functional leadership, and perceived inclusion are effective management practices. Designing and implementing diversity management practices requires a profound understanding of the mechanisms underlying the team diversity–effectiveness link. Therefore, the first paper systematically summarizes the social and informational mechanisms studied in team diversity research in a conceptual review. The review reveals that social and informational mechanisms are inseparably intertwined, suggesting that diversity management should optimally address social and informational aspects of teamwork. Building on these findings, the subsequent papers examine diversity training and functional leadership aimed at developing a shared team identity and fostering information elaboration, as well as the mutual evolution of perceived inclusion and information sharing. Results indicate that leadership and training are indeed positively associated with team creativity through increased information elaboration and partly through identification. Integrating these findings highlights the importance of both proactively equipping teams with abilities and skills to leverage their diversity and reactively intervening once subgrouping has occurred. This dissertation advances team diversity literature through conceptual insights and methodological advancements, providing practical implications for managing diverse teams."],"dc:format.medium":["application/pdf"],"dc:publisher":["Universitätsbibliothek Kiel"],"dc:subject":["Team Diversity","Diversity Training","Functional Leadership","Perceived Inclusion"],"dc:title":["How Diversity Affects Teams"],"dc:type":["PhDThesis"],"thesis:degree_level":["thesis.doctoral"],"thesis:institution_name":["Christian-Albrechts-Universität zu Kiel"]},"updated_at":"2026-07-24T01:35:26Z"}