Conflict and Cooperation in Diverse Workgroups Eden B. King∗

This article reviews research examining the influence of diversity on conflict and cooperation within the context of the workplace. In particular, we describe how heterogeneity in surface characteristics, such as race and gender, as well as deeper characteristics, such as affect, experience, and knowledge, relate to key workgroup processes and outcomes. Of particular interest is the disparate strength and directionality of the effects reported in the literature. In an effort to provide clarity to the confusion, we emphasize the roles of group longevity and the type of diversity being examined. In addition, we recommend greater specificity with respect to the particular group processes and outcomes being examined. Every modern assessment of the demographic composition of the American workforce suggests that the prototype of a White male employee is becoming more and more antiquated. Instead, recent figures show that organizations are becoming increasingly diverse. For example, women already constitute at least half of all personnel employed in management, professional, financial, education, health services, and leisure and hospitality fields (U.S. Department of Labor, 2006). Furthermore, census projection data suggest that by the year 2020, more than 14 % of the American workforce will be Hispanic, 11 % Black, and 6 % Asian ∗Correspondence concerning this article should be addressed to Eden B. King, George Maso