In recent years many organizations tend to be more diverse in terms of gender, age, functional background, educational background, tenure and so forth. The increase of diversity in workforce has indeed become inevitable reality. However, relevant studies on the relationship between diversity and performance have indicated contrasting arguments. Some argue that task-related diversity produces positive effects on performance by incorporating various ideas and perspectives for problem solving and innovation, whereas personal-related diversity dampens performance due to the lack of communication and subgroup conflict. To resolve this controversy, this study proposes the moderation effect of diversity convergence mechanism on performance, which is mobilized by sharing task knowledge and team identity. Specifically, we propose that team diversity can enact a role of synergy for team performance under such convergence mechanisms. Shared task knowledge about key elements of the team’s relevant environment may enhance team members’ coordination and effectiveness in performing tasks that are complex and unpredictable. Shared team identity would also make team members to share team’s vision, mission, value, and objective which help solving various kinds of problem that shared task knowledge could not solve entirely. Team members who share similar task knowledge and identity can anticipate each other’s responses and coordinate effectively. A majority of existing research, however, has studied the influence of diversity and shared task knowledge/team identity independently - how workforce diversity influence on team performance positively or negatively and how sharing of task knowledge and team identity have a positive effect on team performance. This study proposes an integrated model that would combine the two different research. That is, if diversity would be defined as the mechanism that can lead a divergent effect to produce various information and knowledge, diversity could bring a synergy effect on team performance only when the divergent resource could be integrated with shared task knowledge and team identity as a convergence mechanism. The sharing task knowledge and team identity could play a critical moderating role to integrate the divergent diversity effect. If the team diversity is regarded as various human capital, the sharing of task knowledge and team identity would be the convergence mechanism to utilize diversity positively. It is in a high level of shard task knowledge and shared team identity that task-related diversities (i.e., functional background, educational background, and team tenure) lead to team performance. In the personal-related diversities (i.e., gender, age, and birthplace), however,shared task knowledge may not play the convergence mechanism enough to override the negative effect of personal-related diversity; only shared team identity mitigates negative effects and thus utilizes diversity's positive potential. In conclusion, we need to understand the processes through which and the conditions under which diversity may bring high team performance. The clarification of when and how diversity would bring some positive or negative effect has been big concern and diversity management is desperately required for maximizing positive potentials and mitigating negative effect of diversity. Even though diversity might have positive potential in a long-term, it would not be easy to utilize diversity effectively in the workplace until we can address the mechanism of it correctly. We also discussed the managerial implications of our claims.