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Discussions of diversity tend to paint a mixed picture of the practical and epistemic value of diversity. While there are expansive and detailed accounts of the value of cognitive diversity, explorations of identity diversity typically focus on its value as a source or cause of cognitive diversity. The resulting picture on which identity diversity only possesses a derivative practical and epistemic value is unsatisfactory and fails to account for some of its central epistemic benefits. In response, I propose that collective (...) |
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We investigate the relationship between subgroup splits, subjectively perceived subgroups, and team identification and emotional exhaustion. Based on the job demands-resources model and on self-categorization theory, we propose that faultline strength and perceived subgroups negatively affect emotional exhaustion, mediated by team identification. We further propose that subgroup identification moderates the mediation such that subgroup identification compensates low levels of team identification. We tested our hypotheses with a two-wave questionnaire study in a sample of 105 participants from 48 teams from various (...) |
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The inconclusiveness of previous research on the association between gender diverse boards and corporate social performance has led us to revisit the question in light of stakeholder management and institutional theories. Given that corporate social responsibility is a multidimensional concept, we test the influence of GDB on various groups of stakeholders. By considering the interaction between stakeholders’ power and directors’ personal motivations toward the prioritization of stakeholders’ claims, we find that GDB are positively related to CSR dimensions that are related (...) |
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In this article we discuss what we call the deliberative division of epistemic labor. We present evidence that the human tendency to engage in motivated reasoning in defense of our beliefs can facilitate the occurrence of divisions of epistemic labor in deliberations among people who disagree. We further present evidence that these divisions of epistemic labor tend to promote beliefs that are better supported by the evidence. We show that promotion of these epistemic benefits stands in tension with what extant (...) |
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This paper argues that diversity and uptake are required for objectivity. In philosophy, women are underrepresented with respect to teaching, publishing, and citations. This undermines the objectivity of our research output. To improve women’s representation and objectivity in philosophy, we should take steps to increase women’s numbers and institute uptake-conducive conditions. In concrete terms, this means fostering an appreciation for diversity, diversifying evaluators, integrating women’s contributions into mainstream discourse, and reducing implicit bias. |
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While cognitive style congruence has been highlighted as a potentially important variable influencing performance outcomes in work-related contexts, studies of its influence are scarce. This paper examines the influence of leader-follower cognitive style similarity on followers’ organizational citizenship behaviors (OCBs). Data from 430 leader-follower dyads were analyzed using polynomial regression and response surface analysis. Results demonstrate that congruence of leader/follower cognitive style is a predictor of follower OCBs. Organizations may therefore benefit from considering issues of similarity of cognitive styles in (...) |
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This paper develops a practice-based Theory of Generative Interactions across diversity that builds on empirical findings and conceptual frameworks from multiple fields of study. This transdisciplinary review draws on the disciplines of sociology, social psychology, organization studies, and communications. The Theory of Generative Interactions suggests that in order to facilitate inclusion, multiple types of exclusionary dynamics must be overcome through adaptive cognitive processing and skill development, and engagement in positive interactions must occur in order to facilitate inclusion that is created (...) |
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Social enterprises are hybrid organizations that primarily pursue social missions while also seeking economic gains. Drawing on workplace diversity and conflict theories, this article addresses recent calls for further research to explore how employees within social enterprises experience internal conflicts arising from the organizational pursuit of dual, competing missions (i.e., social and economic), and how social enterprises manage, and potentially overcome, these challenges. In the context of Korean social enterprise, we conducted a quantitative study that built on an initial explorative (...) |
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This paper aims to critically review the existing literature on the relationship between corporate governance, in particular board diversity, and both corporate social responsibility and corporate social responsibility reporting and to suggest some important avenues for future research in this field. Assuming that both CSR and CSRR are outcomes of boards’ decisions, this paper proposes that examining boards’ decision making processes with regard to CSR would provide more insight into the link between board diversity and CSR. Particularly, the paper stresses (...) |
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Using diversity climate theory and research, this paper examines the relationships among an organization’s actions which indicate a value for age diversity and potential applicants’ reactions toward that organization. Specifically, we investigate the interactive effects of an organization’s age diversity, an organization’s age diversity management practices, and potential applicants’ individual attitudes toward age diversity on two outcome variables, organizational attractiveness and expected age discrimination. We conducted an experimental survey study with a sample of 244 German employees likely to be in (...) |
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Cultural diversity is an inescapable reality and a concern in many businesses where it can often raise ethical questions and dilemmas. This paper aims to offer suggestions to certain problems facing managers in dealing with cultural diversity through the inspiration of Thomas Aquinas. Although he may be perceived as a voice from the distant past, we can still find in his writings helpful and original ideas and criteria. He welcomes cultural differences as a part of the perfection of the universe. (...) |
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The psychology of science typically lacks integration between cognitive and social variables. We present a new framework of team innovation in multidisciplinary science and engineering groups that ties factors from both literatures together. We focus on the effects of a particularly challenging social factor, knowledge diversity, which has a history of mixed effects on creativity, most likely because those effects are mediated and moderated by cognitive and additional social variables. In addition, we highlight the distinction between team innovative processes that (...) |
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The inconsistent findings of past board diversity research demand a test of competing linear and curvilinear diversity–performance predictions. This research focuses on board age and gender diversity, and presents a positive linear prediction based on resource dependence theory, a negative linear prediction based on social identity theory, and an inverted U-shaped curvilinear prediction based on the integration of resource dependence theory with social identity theory. The predictions were tested using archival data on 288 large organizations listed on the Australian Securities (...) |
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In recent years, epistemologists have devoted enormous attention to this question: what should happen when two epistemic peers disagree about the truth-value of some proposition? Some have argued that that in all such cases, both parties are rationally required to revise their position in some way. Others have maintained that, in at least some cases, neither party is rationally required to revise her position. In this paper, I examine a provocative and under-appreciated argument for the latter view due to Elgin (...) |
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In this study, we examine the influence of senior leadership on firms’ corporate social responsibility. We integrate upper echelons research that has investigated either the influence of the CEO or the top management team on CSR. We contend that functional experience complementarity between CEOs and TMTs in formulating and implementing CSR strategy may underlie differentiated strategies in CSR. We find that when CEOs who have predominant experience in output functions are complemented by TMTs with a lower proportion of members who (...) |
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This study explores how the variability of the work environment shapes the impact of educational level diversity on team creativity. By adopting an integrative framework—“status characteristics–information elaboration” model as a theoretical lens, we propose and examine the moderating roles of task and personnel variability in educational level diversity–team creativity relationship. Utilizing multiple survey data collected from 90 knowledge work teams, the empirical results indicate that educational level diversity is more conducive to team creativity when teams are confronted with more variable (...) |
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In the slipstream of several large-scale corporate scandals, the board of directors has gained a pivotal position in the corporate governance debate. However, due to an overreliance on particular methodological (i.e. input–output studies) and theoretical (i.e. agency theory) research fortresses in past board research, academic knowledge concerning how this important governance mechanism actually operates and functions remains relatively limited. This theoretical paper aims to contribute to the promising stream of research which focuses on behavioural perspectives and processes within the corporate (...) |
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Diversity and psychological health issues at the workplace are pressing issues in today’s organizations. However, research linking the two fields is scant. To bridge this gap, drawing from team faultline research, social categorization theory, and the job-demands resources model, we propose that perceiving one’s team as fragmented into subgroups increases strain. We further argue that this relationship is mediated by task conflict and relationship conflict and that it is moderated by psychological empowerment and task interdependence. Multilevel structural equation models on (...) |
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Popular press suggests that gender diversity benefits the performance of work groups. However, decades of research indicate that such performance benefits of gender diversity are anything but a given. To account for this incongruity, in this conceptual paper we argue that the performance of gender-diverse work groups is often inhibited by self-reinforcing gender role expectations. We use the analogy of a flywheel to illustrate how gender role expectations tend to reinforce themselves via three mechanisms. Specifically, we argue that gender role (...) |
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This study examines how and when nonprofit board performance is impacted by board diversity. Specifically, we investigate board diversity policies and practices as well as board inclusion behaviors as mediating mechanisms for the influence of age, gender, and racial/ethnic diversity of the board on effective board governance practices. The empirical analysis, using a sample of 1,456 nonprofit board chief executive officers, finds that board governance practices are directly influenced by the gender and racial diversity of the board and that board (...) |
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Teams are pervasive in the history of mankind. Particularly in our fast-growing modern society, teams composed of members from different cultures and disciplines are quite often used at workplace. Though widely used, the effectiveness of teams is inconsistent. Meta-analyses show a double-edged effect of diversity on creativity and innovation, suggesting that diversity needs to be tactfully managed if we want to leverage the creative potential of teams. The current paper strives to meet this challenge and makes suggestions on how to (...) |
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Corporate social responsibility has been linked with numerous organizational advantages, including recruitment, retention, productivity, and morale, which relate specifically to employees. However, despite specific benefits of CSR relating to employees and their importance as a stakeholder group, it is noteworthy that a lack of attention has been paid to the individual level of analysis with CSR primarily being studied at the organizational level. Both research and practice of CSR have largely treated the individual organization as a “black box,” failing to (...) |
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Recently, scholars have argued that disclosure of personal information is an effective mechanism for building high-quality relationships. However, personal information can focus attention on differences in demographically diverse teams. In an experiment using 37 undergraduate teams, we examine how sharing personal information by ethnically similar and ethnically distinct newcomers to a team affects team perceptions, performance, and behavior. Our findings indicate that the disclosure of personal information by ethnically distinct newcomers improves team performance. However, the positive impact on team performance (...) |
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In this paper, we propose reconceptualizing diversity management from a communication-centered perspective. We base our proposal on the observation that the literature on diversity management, both in the instrumental and critical traditions, is primarily concerned with fostering the diversity of organizational members in terms of individual-bound criteria. By drawing on Bakhtin’s notion of polyphony as well as the ‘communicative constitution of organizations’ perspective, we suggest reconsidering diversity as the plurality of ‘voices’ which can be understood as the range of individual (...) |
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Meta-analytic results show that board gender diversity is modestly associated with firm performance, but there is notable heterogeneity among findings. Board gender diversity allows access to women’s perspectives, potentially helping boards, but diversity can also trigger biases that exclude women directors, such that boards do not integrate meaningful perspectives. Addressing this problem, we leverage the categorization-elaboration model, contact theory, and critical mass theory to build new theory as to how men directors can serve as allies to women directors to better (...) |
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Organizations are increasingly looking for ways to reap the benefits of cognitive diversity for problem solving. A major unanswered question concerns the implications of cognitive diversity for longer-term outcomes such as team learning, with its broader effects on organizational learning and productivity. We study how cognitive style diversity in teams—or diversity in the way that team members encode, organize and process information—indirectly influences team learning through collective intelligence, or the general ability of a team to work together across a wide (...) |
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Female leaders continue to face bias in the workplace compared to male leaders. When employees are evaluated differently because of who they are rather than how they perform, an ethical dilemma arises for leaders and organizations. Thus, bridging role congruity and social identity leadership theories, we propose that gender biases in leadership evaluations can be overcome by manipulating diversity at the team level. Across two multiple-source, multiple-wave, and randomized field experiments, we test whether team gender composition restores gender equity in (...) |
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In this study, we examine the influence of senior leadership on firms’ corporate social responsibility. We integrate upper echelons research that has investigated either the influence of the CEO or the top management team on CSR. We contend that functional experience complementarity between CEOs and TMTs in formulating and implementing CSR strategy may underlie differentiated strategies in CSR. We find that when CEOs who have predominant experience in output functions are complemented by TMTs with a lower proportion of members who (...) |
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The current study proposes a moderated mediation model to explain the relationship between humble leadership and team innovation. Our hypothesis integrates social information processing theory with the existing literature on humble leadership. As a result, we theorize that when a humble individual leads a team, the team members are more likely to reconsider strategies, review events with self-awareness, share diverse information, and adapt to new ideas, which in turn promotes innovative team activities. Moreover, consistent with the research that emphasizes the (...) |
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