When and how does diversity increase group performance?

Research questions such as "how" and "when" diversity influences performance at work are still limited within the scientific literature in management. The purpose of this dissertation is to provide answers to these questions by proposing a research model that emphasizes the role of collective identity salience and psychological safety climate as important conditions under which diversity may lead to increased group performance. The model also highlights three levels of psychological mechanisms (individual, dyadic and group-level) to explain how diversity can lead to augmented group performance.