这意味着多样性增强了创造力和创新能力。第三，多样性产生的各种观点可以为决策者提供更广泛的备选方案，使他们能够获得更有效的解决问题的过程。第四，多样性可以提高对周围环境的理解。最后，由于多样性的文化和种族维度，多样性可能会增强全球市场中的业务，从而增强对不同文化的理解。
Furthermore, Martell and Caroll (1995) say that creativity and innovation are closely related to a diverse group of people, which in turn makes it easier for the TMT to be flexible in a changing and dynamic business environment (Carson et al., 2004).
此外，Martell和Caroll表示，创造力和创新与不同的人群密切相关，这反过来使TMT更容易在不断变化和动态的商业环境中保持灵活性。
2.3 EFFECTIVENESS OF DIVERSITY MANAGEMEMNT:多样性管理的有效性
It has been in the discussion among the researchers about the effectiveness of the diversity management in the organization or business. The researchers and management guru’s have argues various benefits of the diversity management of the different organizations that have increased the diversity measures of their organization. But the important parameter to be found is under what condition the diversity measure of the organization at its maximum.
研究人员一直在讨论组织或企业中多样性管理的有效性。研究人员和管理大师们认为，不同组织的多样性管理有多种好处，从而提高了组织的多样度。但要找到的重要参数是在什么条件下组织的多样性度量达到最大值。
According the Haas (2008) the diversity measurement is methodologically complicated. And due to the variety of factors and situational outcomes of different studies are not able to complete. Hass distinguishes three main theories focusing on the role of gender, ethnicity and age factors to find out the firm’s performance. He used social identity theory based on Festinger’s work(1954) to study the individuals comparing themselves with the others in the organization. this comparison causes the team members to reflect on their performance level and it will lead to positive or negative level of self image to belong the other group. This will cause to increase the overall performance of the group. This comparison can be of individual level or on group level to increase the performance. The group comparison will make the group strong and it will ease the communication among the group members.
根据Haas，多样性测量在方法上是复杂的。并且由于各种因素和情境的结果，不同的研究无法完成。哈斯区分了三种主要的理论，侧重于性别、种族和年龄因素对公司业绩的影响。他根据费斯廷格的工作，运用社会身份理论研究了个人与组织中其他人的比较。这种比较会让团队成员反思自己的表现水平，这将导致属于其他团队的自我形象的积极或消极水平。这将提高团队的整体绩效。这种比较可以是个人层面的，也可以是团体层面的，以提高绩效。群体比较将使群体变得强大，并将促进群体成员之间的交流。
Another perspective of the Hass is the similarity-attraction theory (Byrne, 1971). Based on the demographic characteristics the individuals perceive that they belong to similar groups and which nurture the trust, mutual cooperation and interaction among the group. It will lead to the formation of the subgroups thus causing the less functioning of the team at large.
哈斯的另一个观点是相似吸引理论。根据人口统计特征，个人认为自己属于相似的群体，从而培养了群体之间的信任、相互合作和互动。这将导致小组的形成，从而导致整个团队的功能降低。
The third perspective distinguished by the Haas is information processing and decision making theories (Gruenfeld et al 1996). According to this view the heterogeneity within a group causes the improvement in information exchange and it enables the decision making. Normally the different group members have great variety of resources using more diverse networks than the homogeneous networks would do. It is to be noted that the this perspective pertains with the positive outcome of the diversity where as the other is more looking to the negative outcome of the group structures and processes.
哈斯的第三个观点是信息处理和决策理论。根据这一观点，群体内部的异质性导致信息交换的改善，并使决策成为可能。通常，与同质网络相比，不同的群体成员使用更为多样的网络拥有各种各样的资源。需要注意的是，这种观点与多样性的积极结果有关，而另一方则更倾向于群体结构和过程的消极结果。
In Haas’s study of diversity and team performance linkage the first two perspective are much more supported by the results of the empirical studies reviewed than the third one. Most of the studies conducted by others gave negative results of the diverse groups and structures. So it can be conclude here that the elegance of the information processing and knowledge diversity perspective is defined by the messy reality and of the interpersonal and group process in the organizations. In other words the power of diversity is meets the reality of diversity of power and interest (Klein and Harrison, 2007).
在哈斯关于多样性和团队绩效联系的研究中，前两种观点比第三种观点更受所审
