Cultural diversity may lead to better decisions because of different views, perspectives, ideas, proposals of employees. It fosters critical thinking, argumenting, analysis and collaboration.

Individuals from different cultures can have different views of the self (among other things): for sure, this would color cognition and so interaction in groups and teams. That said, the extent to which cultural diversity (or the absence thereof) can affect behavior with respect to decision making is a function of what decision-making style is in use (i.e., autocratic, consultative, minority rule, majority rule, consensus, or unanimity).

Article On Decision Making

Crucial.

The situation whereby management resist flexibility due to organisational culture negetively affect WLB initiatives and its implementation. However, on the other hand, cultural diversity needs to be strategically put into practice in order to avoid negative effects in decision making.

The above answers ignore the negative side of cultural diversity about which testifies ample literature ever since the 1950s with organizational anthropologists such as Gouldner and Dalton. Serrat's article right about the need to "match decision-making styles to appropriate techniques" but not that "wherever possible, encourage parties to play roles rife with dissent and debate." Sheer cultural diversity ensures dissent, debate, and conflicts which often are destructive rather than constructive; only high-moral trustworthy leaders and managers who nurture high-trust cultures by vulnerable involvement in subordinates' deliberations can channel dissent, debate, and conflicts to constructive mutual learning and positive use of the diversity of participants' intangible resources. See attached works.

Generally, the culture prescribes your values. Values in most of the times govern the one's decisions. Hence, culture is a crucial element in the decision-making process.

I would recommend reading the following article:

- Yi, Jung-Soo; Park, Soonae (2003) CROSS-CULTURAL DIFFERENCES IN DECISION-MAKING STYLES: A STUDY OF COLLEGE STUDENTS IN FIVE COUNTRIES, Social Behavior and Personality: an international journal, Volume 31, Number 1, pp. 35-47. DOI: https://doi.org/10.2224/sbp.2003.31.1.35.

Article Cultural differences in decision making in project teams

Article The role of culture in decision making

Dear Asanka,

I once wrote an article on the topic. The question should be placed in the opposite way -- how cultural (gender, national, race, educational, experience) over-homogeneity does affect the process of decision making and the taken (postponed or rejected) decisions?

Despite some popular beliefs, partially exposed above, cultural diversity does not lead automatically to better decisions. Here we have a paradox -- the range of suggested decision is wider in multicultural teams (starting from shop-floor teams to boards of directors), but the sets of taken decisions are narrower, as the decisions should be acceptable to all powerful decision-makers (remember inability of UN Security Council to make decisions of really hot and acute topics when the position of the countries with veto power are not in concert).

It may influence people's actions, reflections on actions, identity, tolerance, behavior, development, emotion, expectations, first thoughts, preferences, and attitudes, and so on.

Cultural diversity may lead to better decisions because of different views, perspectives, ideas, proposals of employees. and Individuals from different cultures can have different views of the self (among other things): for sure, this would color cognition and so interaction in groups and teams. It fosters critical thinking, argumentation, analysis and collaboration.

Cultural diversity won't be ran by open loop. Only in the case of limited rationality can be analyzed and judged, so decision makers often use the "heuristics" approach to assist decision-making.

With culture comes values, and these values can have a psychological impact on the decision making process: sometimes the right intentions can lead to a wrong outcome, just as good intentions produce bad results.

Hello, I attach some of my papers that might be interesting for you. They are about cultural and language diversity in teams and organisations. You can also use the reference lists to find more references on your topic. Good luck with your research on this fascinating topic!

It depends on the level of culture.

Individuals from different cultures tend to have different views of the self, which affects individuals' cognition, goals in social interactions, and consequently influences their behavior and goals in decision making.

Groups with most resources can influence groups with a small number of resources, and those who decide policies in a cultural diversity environment are mainly middle-class, and in the process of decide them, it is easy to ignore the needs and situations of the lower classes. Managers are neither omnipotent, but they are not completely useless. Their decisions and behaviors are subject to many restrictions, internal constraints are mainly from multiculturalism, while external constraints come from the environmental resources in which the organization operates.

Managers are neither omnipotent, but they are not completely useless. Their decisions and behaviors are subject to many restrictions, internal constraints are mainly from multiculturalism, while external constraints come from the environmental resources in which the organization operates.

Cultural diversity produces two kinds of cultural inductive actions, in which one person or group moves from one social position to another, so-called horizontal mobility. A person or group moves from one social position to another in a different position called vertical mobility. Members of cultural pluralism society, according to certain characteristics or standards, naturally form an obvious class, multi-cultural must understand the existence of social hierarchy. Classification forms the domain knowledge of interest, power and ideology, which influences decision-making.

There are two streams of literature on this; one suggests positive effects of diversity by bringing different perspectives together, while other suggests a negative effect through relational conflict, less readiness to communicate and other attitudinal and behavioral reactions. The lens of value congruity/incongruity can also be used to study/conceptualize the effects of cultural diversity.

As we know that teams with diverse membership backgrounds have high quality decision-making. Now, a new study targeting the venture capital industry shows that multi-team investments are also performing better. For example, the success rate of the same partner portfolio, acquisition and initial public offering of shares in the graduate school was 11.5% lower than that of the different partner combinations in the graduating school.

(The Other Diversity Dividend, HBR, July-August 2018)

Anne Bartel-Radic Thank you so much for sharing your articls.

In recent years, the rise of multicultural education has given voice to many disadvantaged ethnic groups, and the voice of "respect for the minority" seems to have gradually been stressing the "majority". The positive impact of diversification enables people from different cultures to be respected and to participate in decisions that were originally considered mainstream cultures to participate in affairs.