@article{hettstedt2026beyond,
  title = {Beyond Single-Dimension Diversity:  A Multilevel Review of Organisational  Effects},
  author = {Norbert HETTSTEDT and Maria ALEKSANOV},
  year = 2026,
  url = {https://ibimapublishing.com/articles/JHRMR/2026/324365/},
  journal = {Journal of Human Resources Management Research},
  volume = 2026,
  pages = 23,
  doi = 10.5171/2026.324365,
  abstract = {This article examines the organisational implications of increasing social and cultural diversity in contemporary workplaces, a development driven by the globalisation of labour markets and the growing heterogeneity of workforces. Although research on workplace diversity has expanded substantially, the literature remains theoretically fragmented and empirically inconsistent. Existing reviews often focus on single diversity dimensions, such as gender, culture, or age, and rarely provide an integrative perspective that connects organisational behaviour, leadership studies, and human resource management. This fragmentation represents a critical research gap, as diversity simultaneously operates across multiple organisational levels and therefore requires multidimensional analytical approaches.
To address this gap, the study conducts a systematic mapping review of empirical research published between 2014 and 2023. Following PRISMA 2020 guidelines and the methodological framework of James et al. (2016), the review identifies, screens, and classifies 19 high-quality studies published in Q1-ranked journals. A structured multi-stage selection process is applied, followed by thematic categorisation across three core domains - team interaction, leadership, and human resource management - allowing for comparative analysis of theoretical perspectives, methodological patterns, and recurring conceptual tensions.
The findings indicate that diversity exerts predominantly positive effects on organisational functioning when supported by inclusive behavioural norms, diversity-oriented leadership, and aligned HR practices. Under these conditions, diversity enhances organisational citizenship behaviour, knowledge sharing, innovation, and problem-solving quality. Diverse leadership teams contribute to improved decision-making and social responsibility, while inclusive HR systems foster stronger diversity climates and organisational performance. Conversely, poorly managed diversity may lead to subgroup formation, coordination problems, and organisational cynicism.
Overall, the study conceptualises diversity as a multilevel organisational resource whose effects depend on the systemic alignment of behaviour, leadership, and institutionalised HR practices, and highlights the need for integrative theoretical models and future longitudinal and mixed-methods research.},
  keywords = {Team Dynamics, Organisational Citizenship Behaviour (OCB), Diversity Management, Human Resource Management, Organisational Climate},
  note = Article ID: 324365
}