erson and better performance for the person, group, or organization
(e.g.,C. Adkins et al., 1996; Kristof-Brown & Stevens, 2001). Increased
similarity has positive effects and dissimilarity increases the likelihood of
negative outcomes. The theoretical foundations for these effects are typi-
cally ascribed to the well-documented effects of similarity-attraction and
social identity processes (Byrne, 1971; Hogg & Abrams, 1988); that is, the
more similar individuals in an organization are with regard to values, goals,
or personality, the higher the levels of attraction and the less the possibility
of conflict and communication failures