The academic literature in the field of organizational diversity remains ambiguous in regards to whether or not organizational diversity is beneficial or detrimental to productivity and performance. Through a closer examination of the functional units of organizations, the work team or work group, we can begin to probe deeper into factors which influence dimensions of work team performance, such as creativity. As the global economy continues to become ever more competitive, organizational creativity is instrumental to remaining competitive. This paper seeks to employ a cultural based construct on a continuum to moderate team diversity in an attempt to help managers select teams which will perform better together, in terms of their creative output. In order to accomplish this, it is also pertinent to delve into the mechanisms through which work teams interact in order to complete their goals. Therefore, the ultimate goal of this research is to arm managers with a measureable construct which could be employed to assemble diverse teams and maximize organizational creative output.

ABSTRACT I
ACKNOWLEDGEMENTS II
TABLE OF CONTENTS III
LIST OF TABLES VI
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background. 1
1.2 Research Purpose. 3
1.3 Research Contribution. 3
1.4 Research Procedure. 5
1.5 Research Structure. 6
CHAPTER TWO LITERATURE REVIEW 7
2.1 Theoretical Background. 7
2.1.1 Social Categorization Theory. 7
2.1.2 Input-Process-Output (IPO) Model. 10
2.2 Construct Elaboration. 11
2.2.1 Work Group Diversity. 11
2.2.2 Individualism-Collectivism. 13
2.2.3 Team Information Exchange. 16
2.2.4 Team Creativity. 17
2.3 Hypothesis Development. 19
2.3.1 Group Diversity, Information Exchange and Collectivism. 19
2.3.2 Group Diversity and Team Creativity. 21
2.3.3 Team Information Exchange and Team Creativity. 22
2.4 Hofstede’s Individualism-Collectivism. 23
2.4.1 Cultural Homogeneity. 23
2.4.2 Reasoning from a Pre-Globalization Era. 25
2.4.3 Sample Diversity. 25
2.4.4 The Choice of Individualism-Collectivism. 26
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 27
3.1 Research Framework. 27
3.2 Summary of Hypotheses. 28
3.3 Questionnaire Design and Construct Measurement. 28
3.3.1 Collectivistic Orientation. 29
3.3.2 Information Exchange. 30
3.3.3 Team Creativity. 31
3.3.4 Group Diversity. 32
3.4 Control Variables. 33
3.4.1 Resource Availability. 33
3.4.2 Environmental Dynamism. 33
3.4.3 Transformational Leadership. 34
3.5 Sampling Plan. 36
3.5.1 Geographic Sampling Locations. 36
3.5.2 Target Respondents. 37
3.6 Methods of Analysis. 38
3.6.1 Descriptive Statistics Analysis. 38
3.6.2. Confirmatory Factor Analysis. 39
3.6.3 Hierarchical Multiple Regression. 39
CHAPTER FOUR RESEARCH RESULTS 40
4.1 Data Collection. 40
4.2 Descriptive Analyses. 40
4.2.1 Respondent Demographics. 40
4.2.2 Within Group Agreement (Intraclass Correlation). 43
4.2.3 Consequential Construct Mean and Variance. 45
4.2.4 Diversity Construct Analysis. 47
4.2.5 Control and Secondary Construct Mean and Variance. 50
4.3 Exploratory Factor Analysis. 52
4.3.1 Creativity Construct Factor Analysis. 52
4.4 Confirmatory Factor Analysis and Reliability Test. 53
4.5 Correlation Matrix. 55
4.6 Hierarchical Regression Analysis. 56
4.6.1 Linear Regression Standards. 56
4.6.2 Moderating Effect Regression Analysis. 56
4.6.3 Hierarchical Regression Results. 56
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 59
5.1 Research Conclusions. 59
5.1.1 Discussion. 59
5.2 Research Limitations. 61
5.3 Suggestions for Future Research. 64
REFERENCES 65
APPENDIXES 69

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