Tribal diversity, human resources management practices, and firm performance

Abstract This study explores the relationship between tribal diversity, human resources management practices, and firm performance in Africa. Using multiple data sources and multilevel techniques, I examine tribal diversity as a driver of human resource management‐diversity policy (HRM‐DP) and an interactive factor influencing firm performance. Tribal identity is also tested as a determinant of tribal diversity. The results show that HRM‐DP mediates the relationship between tribal diversity and firm performance. Tribal identity also relates negatively to tribal diversity, HRM‐DP, and firm performance. Lastly, tribal diversity interacts with tribal identity in relating to firm performance. Theoretical and practical implications are discussed to enhance tribal diversity management in Africa. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.