Research has shifted from straightforward main effect approaches to variables that moderate these effects in order to account for the dual nature of demographic workplace diversity (i.e., relational demography, work group diversity, and organizational diversity) effects on social integration, performance, and well-being-related variables. Although primary research on the circumstances in which variety produces favourable or unfavourable results is abundant, it is still unknown which contingency variables enable it to function. We examine factors that moderate the effects of workplace diversity on social integration, performance, and well-being outcomes through the theoretical lens of the Categorization-Elaboration Model, with a particular emphasis on elements that managers and organizations can control, such as strategy, unit design, human resources, leadership, climate/culture, and individual differences. We highlight directions for further study and provide useful conclusions.