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Organizational diversity, integration and performance
Abstract
This research examines how integrative methods of open communications, involvement, and conflict resolution in implementing an organizational change initiative moderate the relationship between cognitive diversity among employees and organization performance. In this longitudinal study of 37 medical clinics, we find that the interaction of integrative methods and diversity of models for organizing among employees has a significant positive effect on clinic revenue, productivity, and patient satisfaction. An important practical implication of these findings is that instead of seeking consensus on a singular vision of a strategic change initiative, managers are more likely to improve organization performance by focusing their interventions on creating integrative methods for encouraging and learning from diverse and opposing views of an organizational change initiative. Copyright © 2007 John Wiley & Sons, Ltd.
... The workforce within organizations is becoming increasingly diverse and competitive (Olson et al. 2007). Diversity is essential for sustaining organization differentiation consistent with problem complexity or supporting different perspectives, skills, and knowledge for intra-group solutions (Van der Ven et al. 2008). It is necessary to promote inclusion to individuals from diverse backgrounds, or organizations will stay behind (Downey et al. 2015). ...
... Although a large part of trust-related diversity research has focused on demographics, such as race (e.g., Stolle et al. 2008) or sex (e.g., Buchan et al. 2008), researchers have called attention to cognitive diversity (Jackson et al. 2003;Martins et al. 2013). In this paper, we consider cognitive diversity, which is a grouplevel construct defined in terms of perceived differences in thinking styles, knowledge, values, beliefs, and skills coexisting within a given unit, which may be similar or different in terms of demographics indicators (Kilduff et al. 2000;Van der Ven et al. 2008;Van Wart et al. 2017). Cognitive diversity can be instrumental (Nowak 2000) and tends to be more related to task-relevance than demographic diversity, mainly for knowledge-based tasks (Kilduff et al. 2000;Martins et al. 2013). ...
... Although research supports the idea that cognitive diversity may lead to positive organizational outcomes, scholars also describe diversity as a two-edged sword (Nowak 2020;Van der Ven et al. 2008). Differences among coworkers can also have adverse effects. ...
Successful leadership establishes relationships with followers based on trust. This study examines leadership capabilities that build trustworthiness and untrustworthiness. We address three conditions that influence building the trustworthiness (as well as untrustworthiness) of a leader: communication, cognitive diversity, and inspiring and engaging people. Since building trustworthiness is a socially complex phenomenon, we use fuzzy-set qualitative comparative analysis to discover alternative configurations that lead to leaders´ trustworthiness and also those leading to leaders´ untrustworthiness. The study uses data from 116 leaders around the globe collected by an online survey. The findings reveal that the three conditions contribute to leaders´ trustworthiness. Concerning leaders´ untrustworthiness, results highlight the peril of the lack of communication. Notably, the lack of cognitive diversity and not inspiring and engaging people are substitutes in the development of untrustworthiness. Our results suggest trustworthiness and untrustworthiness are independent and they coexist since they result from non-symmetric configurations. The study's originality regards the empirical evidence on building trustworthiness and untrustworthiness and the theoretical and managerial consequences. Theoretical implications emerge from the configuration that leads to untrustworthiness and the repercussions in trusting the leaders. Managerial contributions of the study regard the suggestion of distinct combinations of behaviors to develop trustworthiness and avoid untrustworthiness, aiming for followers to trust the leaders and escaping from distrusting them. We acknowledge the study limitations and offer tips for further develop the field by expanding studies.
... Employees in different functions develop different functional views of appropriate task accomplishment and the most beneficial behaviors and practices for the company (Litterer, 1966), and reason differently regarding suppliers, customers, time, goals, relationships, etc. Lawrence and Lorsch (1967b) discussed the differences in assumptions, values, and perceptions of reality between functions and observed the development of specialized functional languages shaped by specialized tasks and environments. More recently, Van de Ven et al. (2008) framed the term "organizing model", which defines the priorities, values, and principles of the organizational unit and determines the most optimum way of organizing and most appropriate practices as perceived by group members. High differentiation may develop into functional cognitive inertia that fuels the negative association between conflict and integration. ...
... Based on this reasoning, an impression of what needs to be done instead arises. Through repeated cycles, the production employees build a dominant logic for proper sourcing conduct -here termed a sourcing model, with reference to Van de Ven et al. (2008). This sourcing model then sets the guidelines for production behaviors. ...
... We show how behaviors and practices by one party are perceived, reasoned about, and reacted on by the other, leading to adjusted behaviors/practices that again opposes the interests of the other party and thereby fuel the inter-functional conflict cycle. By showing this cycle process, we also contribute to the organization literature ranging from the classical studies (Lawrence and Lorsch, 1967a, b) to more recent advancements (Barki and Pinsonneault, 2005;Van de Ven et al., 2008). This research has a long tradition of studying integration and conflict between organizational units and has shown that the two are mutually interrelated. ...
Purpose
– The purpose of this article is to generate theory on how functional integration and conflict interrelate by studying the interface between production and purchasing.
Design/methodology/approach
– An interpretive single case research methodology is adopted. The authors rely on in-depth interviewing of managers in the production and purchasing functions of a construction company, as well as by its suppliers.
Findings
– Given low functional integration, antagonistic reasoning within each function and resultant conflicting behaviors are allowed to develop in a negative cycle, escalating the conflict between purchasing and production. This process leads to the creation of two opposing functional sourcing models that serve as blueprints for behavior.
Research limitations/implications
– The single case methodology was chosen to maximize depth and detail and form an ideal foundation for theory building. Future qualitative and quantitative studies should inquire further into the studied phenomenon to increase analytical and statistical generalizability of the proposed model.
Practical implications
– The findings can help managers understand how poor integration between functions can develop into cross-functional conflict. Facing a conflicting functional relationship, managers must resort to conflict resolution methods, instead of attempting to integrate, as several integrative devices are not appropriate in conflicting interfaces.
Originality/value
– The proposed model contributes by connecting the constructs of integration, group reasoning, and conflict, thereby generating knowledge on conflict development processes in cross-functional interfaces. Furthermore, the article contributes by uncovering the difficulties associated with implementing spend consolidation, a prevailing sourcing strategy.
... Gaining legitimacy is a key problem in the early emergence of a new industry, and the growth of a critical mass of actors is often a prerequisite for legitimacy. Seldom can an individual entrepreneur alone command the competency, resources, and legitimacy to develop and commercialize an innovation [68]. Entrepreneurship is a collective achievement that resides not only within the parent organization of the innovation but also in the construction of an industrial infrastructure that facilitates and constrains innovation. ...
... If entrepreneurs lack a track record or attractive career history/social status, they must acquire a substitution for legitimacy from partners/external bodies or accumulate a track record before taking large steps [9]. The representative way to obtain legitimacy is through endorsement from the government bodies or academic authorities that regulate the industry [68]. The results of study show that perceived legitimacy plays a key role in signaling to others the credibility of the firm [70]. ...
... First, SMM theory assumes that a higher convergence of MMs is always better. In reality, however, complete convergence may not be feasible or desirable given the diversity of actors and perspectives in healthcare and the potential benefits of disparate views (van de Ven et al., 2007). As such, there may be a curvilinear relationship between SMMs and performance. ...
... There is strong evidence linking SMMs to improved team performance (DeChurch and Mesmer-Magnus, 2010a, b; Mohammed et al., 2010) and organizational performance (Hysong et al., 2005;Kellermanns et al., 2011). But scholars also caution against the complete convergence of knowledge and beliefs in order to combat phenomena like groupthink (Van de ven et al., 2007). Davison and Blackman (2005), for example, emphasize the importance of fostering "open systems" of MMs in which differences are routinely recognized and assimilated. ...
Purpose: Large-scale change involves modifying not only the structures and functions of multiple organizations, but also the mindsets and behaviours of diverse stakeholders. This paper focuses on the latter: the informal, less visible, and often neglected psychological and social factors implicated in change efforts. The purpose of this paper is to differentiate between the concepts of organizational culture and mental models, to argue for the value of applying a shared mental models (SMM) framework to large-scale change, and to suggest directions for future research.
Design/methodology/approach: The authors provide an overview of SMM theory and use it to explore the dynamic relationship between culture and cognition. The contributions and limitations of the theory to change efforts are also discussed.
Findings: Culture and cognition are complementary perspectives, providing insight into two different levels of the change process. SMM theory draws attention to important questions that add value to existing perspectives on large-scale change. The authors outline these questions for future research and argue that research and practice in this domain may be best served by focusing less on the potentially narrow goal of “achieving consensus” and more on identifying, understanding, and managing cognitive convergences and divergences as part of broader research and change management programmes.
Originality/value: Drawing from both cultural and cognitive paradigms can provide researchers with a more complete picture of the processes by which coordinated action are achieved in complex change initiatives in the healthcare domain.
... Diversity in work groups can be related to deep-level or unobservable characteristics such as skills and values or to surface-level or observable characteristics such as gender and race (Harrison, Price, and Bell, 1998). Individuals are more likely to differentiate themselves from others based on surface-level traits rather than deep-level characteristics (Jackson, Brett, Sessa, Cooper, Julin, and Peyronnin, 1991), and observable differences are more likely to be associated with negative dynamics such as prejudice (Milliken and Martins, 1996;Van de Ven, Rogers, Bechara, and Sun, 2008). In this study, we focus on two different types of diversity, namely value diversity and language diversity. ...
In this paper, we address how different types of positive attitudes towards international diversity
among team members can influence team outcomes. Our study explores whether openness to
language diversity could contribute to the effect of openness to value diversity becoming more
salient. Data was collected from 1,085 team leaders of highly globalized academic research teams
in the Nordic region. The results show a significant and positive effect of openness to different
cultural values on team outcomes. Furthermore, in teams rated more open to language diversity,
the impact of openness to value diversity on team performance is enhanced. Effects of different
types of diversity attitudes have been assessed in extant literature. No prior studies, however, have
focused on the interaction between the different types of diversity attitudes. This is an important
omission because one type of diversity attitudes could function as a boundary condition for other
types of diversity attitudes.
... Metas, misiones y objetivos (Kaye y Anderson, 1999, He, 2009, Asif et al, 2009, Brunet y New, 2003, Lagacé y Bourgault, 2003, Spackman, 2009 Reglas, procedimientos y directrices del equipo (Upton, 1996, Bhuiyan et al, 2006, Bisgaard, 2007, Caffyn, 1999, Readman, 2007 Nivel MIEMBROS E12. Criterios de composición del equipo (Mathieu et al, 2008, Bowen y Spear, 1999, Ven et al, 2008 Nivel ENTORNO E13. Entorno del equipo (Irani et al, 2004, Buchanan et al, 2005, Mento et al, 2002) Nivel PROCESOS Factores de los procesos (Kozlowski y Ilgen, 2006, Mathieu et al, 2008, Rico et al, 2010, Cohen y Bailey, 1997) Nivel RESULTADOS R1. ...
... The importance of diversity in STEM education has been well documented in numerous studies [5]- [8]. It has been well established that diversity in team composition can lead to increased creativity and innovation in problem-solving. ...
... Employee participation and progression from the bottom of the pyramid can address such ambivalence. This leads to the sharing of information in order to enhance social categorization process in organizations [30,31]. Furthermore, such connected activities generate bias and offer few alternatives [32]. ...
Green manufacturing is globally recognized. However, there is a paucity of empirical data in the literature on how green manufacturing can be adopted by medium-sized firms in developing countries, including Southwest Asian countries such as the Republic of Yemen with volatile and uncertain business environments. This study examines the impact of operational excellence and innovation on the green manufacturing of medium industrial enterprises in the Republic of Yemen, based on the literature on operational excellence and innovation. Using Smart PLS 3.0 software, partial least squares structural equations modeling was used for (243) valid questionnaires based on a sample of (10) medium industrial companies in the Republic of Yemen. The results show that a variety of factors, including the adoption of a national policy that supports the idea of green manufacturing at the national level, can encourage green manufacturing in medium industrial firms. However, the application of operational excellence and innovation in a participative management approach and collaborative culture at the company level has a beneficial effect on and encourages the green manufacturing of such businesses. This study adds to the body of knowledge regarding green manufacturing and how it applies to the manufacturing of medium-sized firms in unstable emerging countries political and economic surroundings like the Republic of Yemen. Moreover, the research findings highlight the importance of operational excellence and innovation for medium-sized industrial enterprises operating in a highly competitive and volatile market.
... Indeed, parents of children with mental health disorders demonstrate high levels of creativity and exceptional problem-solving skills. Current organizational research indicates that diverse employees make a significant contribution to organizational effectiveness (Cunningham, 2009;Van de Ven, Rogers, Bechara, & Sun, 2008). In order to reap the benefits of this "invisible" 9 percent of the workforce (Perrin et al., 2007), parents and HR professionals need support in developing communication competence. ...
Using qualitative methods, this study explored communication challenges experienced by
parents of children or youth with mental health disorders when seeking family support
in the workplace and by human resource professionals when responding to parents’
requests. Five focus groups of twenty-eight employed parents and three focus groups of
seventeen human resource professionals included participants who were predominantly
female, European-American, and middle-aged. A communication boundary management
model emerged from transcripts: parents communicated across the boundary between
family and work and drew upon past experiences with disclosure and courtesy stigmatization
in the workplace as they made decisions about revealing family information to
human resource professionals. As parents and human resource staff grew in communication
competence from prior experiences, negotiation regarding possible workplace supports
progressed to more satisfactory outcomes. Recommendations for mental health
service providers include exploring family members’ work-life integration experiences and
providing information about workplace supports and effective communication strategies.
... Diversity in organizations is a double-edged sword. It can increase creativity and open the possibility of generating misunderstandings and dissatisfaction in the group members (Williams and O'Reilly, 1998;Harrison and Klein, 2007; Van de Ven, Rogers, Bechara & Sun, 2008). Diversity can create difficulties for performance due to the differences between ages, sex, race, nationality, among other demographic characteristics (Williams and O'Reilly, 1998). ...
Higher education institutions' success in providing online courses at the beginning of the pandemic depends not only on their infrastructure and organizational units for virtual education but also on diverse teams composed of professors specialized in pedagogy, researchers, and professionals in digital technologies for education. The authors describe their experiences in the bargaining process, tensions, ways to solve controversies, the management of time and resources, pitfalls, problems, correct guess, and hits to create new knowledge-based products for the Colombian National Ministry of Education (MEN in Spanish acronyms) platform's “Colombia Aprende” within a high pressure against time and the reputational risk of failing in the pandemic chaos. Results show that the psychological contract theory explains the capacity to compromise to overcome several difficulties such as an extra load of work, and the knowledge creation theory provides a helpful model to understand how the team innovated.
... In contrast, scholars draw from social identity (Tajfel & Turner 1986), social categorization (Turner, 1985), and similarity/attraction (Byrne 1971) theories to argue that surface-level diversity is negatively related to group performance because it activates categorization processes and negative interpersonal dynamics that subsequently hurt group performance (Jackson et al., 1992;Riordan & Shore, 1997;Williams & O'Reilly, 1998). At best, surface-level diversity is believed to merely be a proxy for deep-level diversity (Van de Ven et al., 2008;van Knippenberg & Schippers, 2007). Thus, diversity researchers' definitions of diversity have become increasingly focused on deep-level diversity, such as personality, in addition to surface-level diversity. ...
In today’s global world, organizations are increasingly committed to diversity. Yet, diversity in the workplace is a controversial topic that is often met with opposition. As such, organizations regularly attempt to justify why they value diversity by arguing that it contributes to organizational profitability (business rationale) or that it is the right thing to do (fairness rationale). However, little is known about which rationale is most effective at eliciting pro-diversity behavior. This study used experimental methods to investigate whether the type of rationale given for workplace diversity (business, fairness, or no rationale) influenced support for diversity and inclusion (D&I) initiatives and anti-Black hiring discrimination through two mediators: diluted diversity definitions and perceived organizational morality. Additionally, I tested whether colorblindness, egalitarianism, and prejudice moderated these associations across two studies in samples of White people with management experience. In Study 1 (N = 489, 38% women; 61% men, 1% trans/non-binary), I found that exposure to a business rationale made individuals adopt a definition of diversity that was more focused on heterogeneity in skills and expertise than in race and gender (diluted definition of diversity). In addition, a fairness rationale improved perceptions of an organization’s morality while a business rationale hurt perceptions of an organization’s moral character, especially among those that supported racial colorblindness. In Study 2 (N = 821, 50% women; 49% men; 1% trans/non-binary), diluted diversity definitions did not mediate the association between a business rationale and support for D&I initiatives or anti-Black hiring discrimination - in part because a business rationale did not cause individuals to have a more diluted definition of diversity than a fairness or no rationale for diversity. Though diluted diversity definitions were associated with reduced support for D&I initiatives among prejudiced, racially colorblind, and anti-egalitarian individuals, diluted diversity definition did not predict anti-Black hiring discrimination. In addition, greater perceptions of organizational morality mediated the association between a fairness rationale and increased support for D&I initiatives, especially among those who endorsed prejudiced, racially colorblind, and anti-egalitarian sentiments. However, greater perceptions of morality also predicted increased anti-Black hiring discrimination among participants low in colorblindness. Taken together, this research provides organizations with initial evidence about the effectiveness of diversity rationales for eliciting pro-diversity behavior from White managers and challenges lay assumptions about the superior persuasive ability of a business rationale over a fairness rationale. This research is important because identifying which rationale is most effective at promoting workplace diversity can help to increase the representation and inclusion of marginalized groups within the workplace and reduce inequality.
... Such ambivalence can be answered by employees' participation and moving from the base of the pyramid. That leads to information sharing to improve the social categorisation process in corporations [30,31]. Additionally, such associated activities introduce bias and are open to few alternatives [32]. ...
As a region, Asia comprises communist China, democratic India and many small quasi-democratic and authoritarian states. Both China and India play a significant role in maintaining multilateral world order. Asia’s regional power remains with its enormous potential of resources for domestic markets and per capita purchasing power parity. Hence, the economic and the business aspects of the Asian region require comprehensive study. Sustainable operational excellence is a notion carried by an organisation’s sustainable economic development and other values. This study incorporates the multiple case study method. Twelve case organisations such as Tata Motors, Samsung, Nissan, Indigo, Mitsubishi, Huawei, Wilmar, Canon, NTPC, Hitachi, Singapore Airlines, and L&T were chosen to study their sustainability values, and operational and strategic strands. TISM (total interpretive structural modelling) method is used for model building; four variables such as operating activities, investing activities, financing activities, and SVE (Social value expenditures) are taken for empirical analysis. Based on the available secondary data, the study incorporated panel data regression analysis. The result shows that SVE positively and significantly explains operational activities that proxy with sustainable business practices. The study concludes with a Paux strategy framework for discussion and managerial implications.
... Yet, delivery of public services, for long, has been limited to a transactional affair with citizens considered traditionally as passive recipients of the rendered services (Lovelock, Lewin, Day, & Bateson, 1987). However, over the years there has been a growing realization about the participation of citizens as a necessary condition for effective innovation in the public services sector (Van de Ven, Rogers, Bechara, & Sun, 2008). This has led to an emphasis on relationship dynamics among the involved stakeholders that eventually have manifested the application of the concept of "value co-creation" to a pertinent use in the realm of public services. ...
Co-creation is emerging as an important marketing strategy in
the public services sector. This paper examines the mechanism
through which co-creation can be employed to drive the success
of developmental initiatives in the public services sector.
Through a case study methodology using in-depth interviews
of 16 implementation experts, the study provides with
a comprehensive framework that explicates the manner in
which co-creation can be used as a strategy for success in
the context of public services. This study, in essence, attempts
to draw on the insights of value co-creation from the business
world and explores the possibility of integration of those
insights with the public services sector. Based on the findings,
we discuss the significant contributions the study has made to
the theoretical development and conceptual enrichment of the
public services management literature.
... Nevertheless, silver linings emerge at the group diversity level. In certain domains, such as medical clinics, tenure diversity enhances overall cognitive diversity, which facilitates strategic change at the organizational level (Van de Ven, Rogers, Bechara, & Sun, 2008). By the same token, an analysis of 250 leaders and 1,753 employees finds a positive relationship between team organizational tenure diversity and productivity-above and beyond the benefits of individual employee tenure per se (Steffens et al., 2014). ...
... Involving every team member in decision-making promotes open debate and problemsolving [66], while fostering professional engagement and a sense of individual responsibility [67], as well as job satisfaction [26]. By contrast, professionals with little decision-making latitude are more likely to be affected by stress, burnout, and mental distress [25,27]. ...
Recent mental health (MH) reforms have had a sharp impact on practices among MH professionals. A deeper understanding of factors contributing to their job satisfaction, in this context, may help improve quality and continuity of care. The purpose of this study was to identify variables associated with job satisfaction for 315 MH professionals in Quebec (Canada) after implementation of wide-ranging MH reforms. Job satisfaction was measured with the Job Satisfaction Survey. Independent variables were conceptualized within five domains: 1) Professional Characteristics, 2) Team Attributes, 3) Team Processes, 4) Team Emergent States, and 5) Organizational Culture. Univariate, bivariate and multivariate analyses were performed. Job satisfaction was significantly associated with absence of team conflict, stronger team support, better team collaboration, greater member involvement in the decision-making process (Team Processes), Affective commitment toward the team (Team Emergent States), as well as lack of a market/rational culture (Organizational Culture). Job satisfaction was strongly related to team processes and, to a lesser extent, team emergent states.
... When talking about the establishment of collaborative policy innovations, authors have acknowledged that these innovation processes are open and relatively messy ( Van de Ven et. al., 2008). At the outset, involved organizations are merely loosely-coupled participants, whilst through interaction, more enduring relations and rules will evolve that make the innovation processes more stable and predictable (Van Buuren and Loorbach, 2009). None of the (collaborative) policy innovation scholars have, however, focused on how gov ...
... And diversity also brings about communication and collaboration (Foldy, 2004;Jacobs and Heracleous, 2007;Holloway, 2009). There are plenty of research works that have shown their positive influence on the effective and efficient performance which require well-managed knowledge (Prahalad and Bettis, 1986;Bantel and Jackson, 1989;Lee and Choi, 2003;Van De Ven et al., 2008). Therefore, the pursuit of diversity might help to exploit the current knowledge. ...
Purpose
The purpose of this paper is to address the theoretical gap between design thinking (DT) and management. DT is a strategic concept in the current business world whereas the discussion of it is still insufficient. Ambidexterity could be a promising concept to explain the benefits of DT in the realm of management and strategy.
Design/methodology/approach
This paper conducts a thorough literature review and theoretical analysis, and offers propositions that engage the outcome of DT and the ambidextrous learning and innovation.
Findings
The author suggests the connection between DT and ambidexterity. By thoroughly discussing the effect of the traits of DT on ambidexterity, the author proposes that DT can facilitate ambidextrous learning, and ambidextrous learning could mediate the relationships between DT and ambidextrous innovation.
Research limitations/implications
This paper offers a preliminary ground for the operationalization of it. Besides, ambidexterity could provide a lens to discuss DT with other strategic concept. Furthermore, the discussion extends understanding of the pursuit of individual ambidexterity.
Practical implications
This paper provides a clearer reason for managers to adopt DT. Furthermore, it might facilitate the management education in management schools to incorporate DT as a section topic, and subsequently propagate education of DT in management schools.
Originality/value
The paper offers a theoretical platform for the study of DT in the field of management and strategy, which was rare before. The integration of DT and ambidexterity offers a decision support to the managers. Furthermore, it serves as a new approach to obtain ambidexterity in organization, which addresses the call of the research on the micro-foundations of management.
... If citizen participation is considered a necessary condition for social innovation in the public sector, it is important that we have systematic knowledge regarding the conditions under which citizens are prepared to embark on the 'social innovation journey' (cf. Van de Ven, Andrew H, Rogers, Bechara, & Sun, 2008In this concluding section, we will first discuss the three research goals. Based hereon, we will provide policy recommendations. ...
Social innovation is a recurring theme in public administration, in order to face contemporary socalled ‘wicked’ challenges like an ageing population and youth unemployment. Social innovation can be considered as a process of co-creation, since it seeks the collaboration of multiple stakeholders. These stakeholders bring in their own specific resources, such as knowledge, information, competences and experiences and build up an equal relationship with government. Given the thorough involvement of citizens in public service delivery in social innovation, we define public co-creation as: the involvement of citizens in the initiation and/or the design process of public services in order to (co)create beneficial outcomes
... It would be fruitful to explore how understanding each others' developmental orders would enable leaders and followers to create high-exchange relationships despite having surfacelevel demographic differences. This avenue of research would also answer the call of diversity researchers who challenge the practice of focusing on the superficial diversity attributes (e.g., Hamdani & Buckley, 2011;Van de Ven, Rogers, Bechara, & Kangyong, 2008) and urge researchers to focus on deep-level differences and similarities among individuals. ...
The article presents an analysis of the relationship between leadership and career development, in the context of leader-member exchange theory. It focuses on dyadic relationships between leaders and followers, using concepts from constructive developmental theory. An overview of related research is provided, along with a set of observations and hypotheses related to such studies. Distinctions are drawn between independent and inter-dependent orientations, and the importance of honest feedback in creating a shared vision which emphasizes achievement and positive outcomes is stressed.
... Nishii found that when the climate for inclusion was higher on these dimensions, there were fewer conflicts among people in diverse work groups. Organizational practices that recognize and invite differences on multiple dimensions can not only improve performance at the individual and organizational levels (DiBenigno & Kellogg, 2014;Homan, Van Knippenberg, Van Kleef, & De Dreu, 2007;Pieterse, Van Knippenberg, & Van Dierendonck, 2013;Richard, Murthi, & Ismail, 2007;Van de Ven, Rogers, Bechara, & Kangyong Sun, 2008), but can also make people more comfortable being themselves, yielding better experiences, relationships, and attitudes toward the organization (Chrobot-Mason & Aramovich, 2013;Hobman, Bordia, & Gallois, 2004;Plaut, Thomas, & Goren, 2009). When organizations are successful at creating a culture that truly values differences, and employees feel safe incorporating their identities and perspectives into the professional domain, the salience of prototypical professional domain identities and disparity in outcomes of integration will be reduced. ...
Both scholarly literature and popular accounts suggest that modern organizational practices have moved toward encouraging employees to “integrate” or blur the boundary between their personal and professional domains, for example, through self-disclosure at work, company-sponsored social activities or providing onsite child care. Concurrently, an ideology underlying U.S. professional norms discourages integration practices such as referencing non-work roles during workplace interactions, expressing emotions in the workplace, and/or displaying non-work-related items in workspaces. In this review, we posit that these two norms firmly coexist because they differentially serve two objectives corresponding to the parallel bodies of research we examine: one addressing boundary management as a tool for handling role responsibilities, and the other considering boundary management as a tool for shaping workplace identity and relationships. Specifically, we posit that segmenting personal and professional domains facilitates the management of role responsibilities, whereas integration is more beneficial for managing workplace identity and relationships. Further, both objectives serve the “ideal worker” imperative of work primacy. We identify key contingencies that help us to further understand existing research findings, and prompt future research directions informing theories for understanding the attractiveness and efficacy of different personal-professional boundary management strategies for both organizations and individuals.
... Jackson, Stone, & Alvarez, 1993;Timmerman, 2000). Such observable differences are argued to be associated with negative consequences for group functioning leading to stereotypes and prejudice thus reducing group integration, group commitment, and communication (Milliken & Martins, 1996;Van de Ven, Rogers, Bechara, & Sun, 2008;Zenger & Lawrence, 1989). Visible indicators of dissimilarity are also often essential components of personal and group identity (Haslam, Ryan, Kulich, Trojanowski, & Atkins, 2010;Tanghe, Wisse, & van der Flier, 2010a;Tyran & Gibson, 2008). ...
The purpose of this study was to explore the relation between openness to diversity in terms of linguist, visible, value and informational heterogeneity and group processes depicted by group trust and group conflict. We collected data using a web-based survey among 498 academics in multicultural departments. The departments were located in four different Danish universities. We found openness to value diversity and informational diversity to have a positive association with group trust and a negative association with group conflict. Openness to linguistic diversity had positive relationships with group trust. The findings of this study suggest that openness to diversity should be highly prioritized by human resource managers in demographically diverse organizations. Possible interventions include organizational culture change programs, diversity training at individual and team levels as well as rewarding group oriented behavior.
... Jackson, Stone, & Alvarez, 1993;Timmerman, 2000). Such observable differences are argued to be associated with negative consequences for group functioning leading to stereotypes and prejudice thus reducing group integration, group commitment, and communication (Milliken & Martins, 1996;Van de Ven, Rogers, Bechara, & Sun, 2008;Zenger & Lawrence, 1989). Visible indicators of dissimilarity are also often essential components of personal and group identity (Haslam, Ryan, Kulich, Trojanowski, & Atkins, 2010;Tanghe, Wisse, & van der Flier, 2010a;Tyran & Gibson, 2008). ...
The purpose of this study was to explore the relation between openness to diversity in terms of linguist, visible, value and informational heterogeneity and group processes depicted by group trust and group conflict. We collected data using a web-based survey among 498 academics in multicultural departments. The departments were located in four different Danish universities. We found openness to value diversity and informational diversity to have a positive association with group trust and a negative association with group conflict. Openness to linguistic diversity had positive relationships with group trust. The findings of this study suggest that openness to diversity should be highly prioritized by human resource managers in demographically diverse organizations. Possible interventions include organizational culture change programs, diversity training at individual and team levels as well as rewarding group oriented behavior.
... Metas, misiones y objetivos (Kaye y Anderson, 1999, He, 2009, Asif et al, 2009, Brunet y New, 2003, Lagacé y Bourgault, 2003, Spackman, 2009 Reglas, procedimientos y directrices del equipo (Upton, 1996, Bhuiyan et al, 2006, Bisgaard, 2007, Caffyn, 1999, Readman, 2007 Nivel MIEMBROS E12. Criterios de composición del equipo (Mathieu et al, 2008, Bowen y Spear, 1999, Ven et al, 2008 Nivel ENTORNO E13. Entorno del equipo (Irani et al, 2004, Buchanan et al, 2005, Mento et al, 2002) Nivel PROCESOS Factores de los procesos (Kozlowski y Ilgen, 2006, Mathieu et al, 2008, Rico et al, 2010, Cohen y Bailey, 1997) Nivel RESULTADOS R1. ...
Palabras clave: Mejora continua, trabajo en equipo, sostenibilidad, modelo 1. Introducción En el escenario de crisis actual muchas empresas buscan nuevos métodos que les permitan subsistir y mejorar sus resultados. Estas empresas necesitan mejoras para competir con otras organizaciones de distintas partes del mundo, capaces de proveer productos y servicios similares a menor coste. En este escenario cambiante, la aplicación de un sistema de mejora continua basado en la participación de las personas puede ser el valor diferencial que suponga una competencia distintiva para las organizaciones (García-Lorenzo y Prado-Prado, 2003). Durante los últimos años, se han presentado diferentes modelos de referencia para la aplicación de los programas de mejora continua (Bateman y David, 2002, Bateman y Rich, 2003, Bessant et al, 2001, Jørgensen et al, 2003, Upton, 1996, Wu y Chen, 2006). Sin embargo, varios autores han señalado dificultades para sostener la mejora continua a largo plazo, especialmente después de un período inicial de dos o tres años (Idris y Zairi, 2006, Kaye y Anderson, 1999, Prajogo y Sohal, 2004). Estas dificultades tienen su origen en diferentes factores, relacionados tanto con elementos de soporte del sistema como con la propia cultura de la organización. Uno de los factores clave para el sostenimiento de los sistemas de mejora, repetidamente señalado por distintos autores, es el trabajo en equipo (Irani et al, 2004, Bateman, 2005, Delbridge et al, 2000). Sin embargo, cuando las actividades de mejora empiezan a incrementarse en una organización, no todos los participantes están satisfechos de sus experiencia en estos equipos (Berling, 2000). Por otro lado cada vez se busca una mayor eficiencia en los resultados de los equipos de mejora, que no sólo depende de los conocimientos técnicos sino de cómo las personas adquieren habilidades en su forma de trabajar en equipo (Marks et al, 2001).
... Though relatively a small portion of the total Australian population (1%), the Chinese is among the largest non-English speaking minority in Australia today [3]. Many scholars repeatedly argue that diversified immigrants, like a rich ore, contain a large pool of potential resources in terms of expertise, connections, creativity, and innovation capacity [4][5][6]. Such diversity could only be effectively managed after understanding the immigrants' acculturation experience and the role of individuals' acculturation attitudes on work-related outcomes such as employee's engagement, commitment, and job satisfaction [7][8][9]. ...
Based on Berry's seminal work on acculturation process, this study investigates the individual differences of professional Chinese immigrants in terms of their attitudes toward acculturation, and the relationship between acculturation attitudes and work engagement of professional Chinese immigrants in the Australian workplace. Our survey on a sample of 220 professional Chinese immigrants reveals that those immigrants have a predominant preference to maintain their home culture. The professional Chinese immigrants adopting assimilation attitude have significantly higher level of work engagement than those who adopt separation and marginalization. This study provides useful information for organizations to manage immigrant employees via effective acculturation programs.
... The integration goals of clinics might be in conflict with the macroorganizational integration objectives of the whole merging organization. For example, the MHS system executives viewed organizational integration as a process of acquiring control over the clinics by changing the organizational divisional structure and the regionalization of clinics around hospital customer segments (Van de Ven, Bechara, & Sun, 2008), whereas the clinics focused inwardly and construed organizational integration as referring to its internal constituents (the clinics). These different goals of integration often produced conflicts between employees from different units of the organization. ...
... The Importance of the Problem The issue of weight discrimination is a topic of growing concern among employers (Dobson, 2009;Roehling, Roehling, & Pichler, 2007). Several factors appear to be contributing to this development, including the widely publicized rising incidence of obesity in the United States and many Western countries, increased employer concern about controlling healthcare costs (Marlo & Stavisky, 2011;Shepherd, 2009), an expanding view of ''diversity'' in the workplace and the importance of effectively managing it (e.g., Roberson & Park, 2007;Van de Ven, Rogers, Bechara, & Sun, 2009), and evidence that weight discrimination is a relatively prevalent and increasing form of employment discrimination that has implications for organization's effective use of human resources and their potential legal liability (Andreyeva, Puhl, & Brownell, 2008;Roehling et al., 2007). ...
This article focuses attention on research examining workplace discrimination against employees from marginalized groups. We particularly consider the experiences of seven different groups of marginalized individuals, some of which have legal protection and some of which do not but all of whom we feel have been overlooked by the field of industrial–organizational (I–O) psychology. We briefly describe the importance of studying each group and then delineate the brief amount of research that has been conducted. Finally, we make recommendations for I–O psychologists in terms of research and advocacy. Overall, we argue that I–O psychologists are missing an opportunity to be at the forefront of understanding and instigating changes that would result in maximizing the fairness and optimization of these often forgotten employees and their experiences in the workplace.
... A number of scholars have suggested that age group variations should be perceived as a type of diversity that is less related to a group's tasks and therefore less relevant to group functioning and work outcomes (Lauring and Selmer, 2010a;Pelled, 1996). Moreover, observable differences, such as age, are often argued to be associated with negative consequences for group functioning leading to stereotypes and prejudice, thus hampering cooperation and communication (Milliken and Martins, 1996;Van de Ven et al., 2008). Consequently, age diversity could be argued to have a negative impact on interpersonal interaction and subsequently on the acceptance of group members' dissimilarities. ...
Purpose
– Post‐secondary educational organizations are currently some of the most diverse settings to be found. However, few educational studies have dealt with staff diversity and hardly any has looked outside the USA. The purpose of this paper is to present a study of members of international university departments in Denmark. The authors set out to investigate the relationship between different types of staff diversity and openness to diversity in terms of linguistic, visible, value, and informational heterogeneity.
Design/methodology/approach
– This study uses responses from 489 staff members from diverse university departments to a self‐report electronic survey.
Findings
– It was found that diversity‐related internationalization (cultural and linguistic) was generally positively related to favorable diversity attitudes. Inherent demographic diversity (age and gender), on the other hand, was unrelated or negatively associated with positive diversity attitudes.
Originality/value
– Few studies deal with the role of staff diversity and no prior studies the authors know of have examined the link between diversity types and openness to diversity.
... If citizen participation is considered as a necessary condition for social innovation in the public sector, it is important that we have systematic knowledge regarding the conditions under which citizens are prepared to embark on the 'social innovation journey' (cf. Van de Ven et al. 2008). This leads to the following research question: ...
This article presents a systematic review of 122 articles and books (1987-2013) of co-creation / co-production with citizens in public innovation. It analyses a) the objectives of co-creation and co-production, b) its influential factors and c) the outcomes of co-creation and co-production processes. It shows that most studies focus on the identification of influential factors, while hardly any attention is paid to the outcomes. Future studies could focus on outcomes of co-creation/co-production processes. Furthermore, more quantitative studies are welcome, given the qualitative, case study, dominance in the field. We conclude with a research agenda to tackle methodological, theoretical and empirical lacunas.
... Earlier surveys of Arizona physicians revealed an increase in physicianÀhospital conflicts in most areas studied, particularly those concerning nursing, ancillary services, and equipment requests (Burns, Andersen, & Shortell, 1993). In a second study, researchers tracked the alignment of employed physicians with the Allina Health Care System between 1995 and 1997 (Bunderson, Lofstrom, & Van de Ven, 2000;Van de Ven, Rogers, Bechara, & Sun, 2008). The physicians' commitment to the medical profession increased while their commitment to the hospital system decreased. ...
Researchers recommend a reorganization of the medical profession into larger groups with a multispecialty mix. We analyze whether there is evidence for the superiority of these models and if this organizational transformation is underway. DESIGN/METHODOLOGY APPROACH: We summarize the evidence on scale and scope economies in physician group practice, and then review the trends in physician group size and specialty mix to conduct survivorship tests of the most efficient models.
The distribution of physician groups exhibits two interesting tails. In the lower tail, a large percentage of physicians continue to practice in small, physician-owned practices. In the upper tail, there is a small but rapidly growing percentage of large groups that have been organized primarily by non-physician owners.
While our analysis includes no original data, it does collate all known surveys of physician practice characteristics and group practice formation to provide a consistent picture of physician organization.
Our review suggests that scale and scope economies in physician practice are limited. This may explain why most physicians have retained their small practices.
Larger, multispecialty groups have been primarily organized by non-physician owners in vertically integrated arrangements. There is little evidence supporting the efficiencies of such models and some concern they may pose anticompetitive threats.
This is the first comprehensive review of the scale and scope economies of physician practice in nearly two decades. The research results do not appear to have changed much; nor has much changed in physician practice organization.
Importance
Delivery of mental health care through telehealth (telemental health care) increased after the onset of the COVID-19 pandemic. Little is known about the speed of adoption (diffusion) of telemental health in the care in the care of individuals with schizophrenia.
Objectives
To characterize telemental health care diffusion in mental health agencies serving Medicaid beneficiaries with schizophrenia and the beneficiary-level association of telemental health care use with race and ethnicity.
Design, Setting, and Participants
This retrospective cohort study used New York State Medicaid data from March 1, 2019, to February 29, 2020 (prepandemic period), and from March 11, 2020, to March 31, 2021 (pandemic period), from 261 agencies serving 30 990 beneficiaries with schizophrenia with 1 or more mental health visits during the pandemic period. Statistical analysis was performed from November 2021 through September 2024.
Exposure
Agency percentage of patients belonging to racial and ethnic minority groups among all Medicaid-covered patients between March 2019 and February 2020; agency type, categorized as freestanding, hospital affiliated, or state operated; beneficiary-level race and ethnicity, categorized as Asian or other (American Indian or Alaska Native; Native Hawaiian or Other Pacific Islander), Black, Latinx, White, and unknown; and pandemic severity, operationalized as COVID-19 hospitalization rates per 10 000 population in administratively defined catchment areas.
Main Outcomes and Measures
Days to 10% cumulative telemental health care use within agencies, as well as beneficiary-level time to first telemental health care visit and any telemental health care visit in catchment areas in times of varying pandemic severity.
Results
In this cohort study of 261 agencies (18 [7%] state operated, 79 [30%] hospital affiliated, and 164 [63%] free standing) and 30 990 beneficiaries with schizophrenia (mean [SD] age, 43 [13] years; 59% male; 7% Asian or other, 38% Black, 20% Latinx, and 25% White), 6 agencies (2%) never adopted telemental health care, and 248 (95%) reached 10% cumulative telemental health care visits in a mean of 18 days. Mean (SD) agency prepandemic shares of beneficiaries belonging to racial or ethnic minority groups (56% [23%]) were not associated with telemental health care diffusion. Diffusion was faster in state-operated vs free-standing agencies (hazard ratio [HR], 2.44 [95% CI, 1.21-4.95]). Relative to White beneficiaries, time to first telemental health care visit was slower in every racial and ethnic minority group (Asian or other: HR, 0.93 [95% CI, 0.88-0.98]; Black: HR, 0.90 [95% CI, 0.87-0.93]; Latinx: HR, 0.95 [95% CI, 0.91-0.99]). Beneficiaries from at least 1 racial or ethnic minority group were less likely than White beneficiaries to have a telemental health care visit regardless of pandemic severity and area; differences narrowed when pandemic severity was higher (eg, in New York City, the odds ratio of Black beneficiaries having a telemental health care visit relative to White beneficiaries when the pandemic severity was high was 0.70 [95% CI, 0.63-0.79] but decreased to 0.59 [95% CI, 0.53-0.67] when the pandemic severity was low).
Conclusions and Relevance
In this cohort study of Medicaid beneficiaries with schizophrenia, telemental health care diffused rapidly after the onset of the COVID-19 pandemic, particularly in state-operated agencies. Together, agency-level and beneficiary-level race and ethnicity findings suggest within-agency racial and ethnic differences in diffusion of telemental health care. States should monitor the diffusion of innovations across vulnerable populations.
Purpose
This study aims to examine how woman corporate leadership indicators and environmental, social and governance (ESG) disclosure in listed banks on Ghana Stock Exchange are related.
Design/methodology/approach
Data was obtained from the audited annual reports of the banks for the period 2006–2020. Empirical result estimation was achieved using Panel Corrected Standard Errors.
Findings
The result revealed that female chief executive officer (CEO), female board chairperson and board gender diversity are associated with higher disclosure of ESG issues in listed banks in Ghana in overall terms. However, in terms of individual disclosures, female board chairperson positively impacts social disclosure, whereas both female CEO and female board chairperson affect governance disclosure positively.
Research limitations/implications
In this era of business where there is much emphasis on green business and investment by various stakeholders for purposes of ensuring business legitimacy, the result implies that banks must consider females to occupy the positions of CEO and board chairperson since that can help to improve ESG performance of banks.
Practical implications
In this era of business where there is much emphasis on green business, socially responsible investment and impact investment by various stakeholders, the result implies that banks must consider improving the representation of women in leadership since that can help to improve ESG performance of banks and hence ability to attract more investors.
Originality/value
To the best of the authors’ knowledge, this is the first study to provide empirical evidence from a developing country perspective in Sub-Saharan Africa that gender of bank leadership has implications for ESG disclosure.
Persoalan umum sulitnya pengembangan pondok pesantren dikarenakan terbatasnya sumber daya dan penafsiran terhadap posisi pesantren yang kurang tepat, terlebih setelah adanya perbaikan pengelolaan Pendidikan Nasional dan keluarnya UU No. 18 tahun 2019 tentang Pesantren. Pengembangan sistem manajemen keuangan siswa dilakukan di PPM Perguruan Darulfunun El-Abbasiyah (Kabupaten Lima Puluh Kota, Sumatera Barat) dengan pendekatan TDR-IM dimana dilakukan tiga fokus implementasi: 1) integrasi, 2) simplifikasi, dan 3) digitalisasi. Dari hasil pengembangan didapatkan peningkatan komponen TDR secara signifikan khususnya komponen manajemen data. Dengan pengembangan sistem manajemen keuangan siswa ini dapat diperoleh peningkatan efisiensi dalam operasional dan pencatatan. Dari peningkatan tersebut juga didapatkan sistem informasi manajemen keuangan siswa yang lebih akuntabel dan transparan. Dengan pengembangan sistem manajemen keuangan siswa ini juga dihasilkan pelayanan yang lebih tepat sasaran dan efektif, juga memberikan kepastian kepada siswa dan wali siswa dalam rencana biaya administrasi. Kendala terberat dalam pengembangan sistem manajemen keuangan ini adalah rendahnya literasi sdm secara umum, terutama literasi finansial dan teknologi.
Introduction:
Patient satisfaction has increasingly been used to assess physician performance and quality of care. Although there is evidence that patient satisfaction is associated with patient-reported health outcomes and communication-related measures, there is debate over the use of patient satisfaction in reimbursement policy. Patient characteristics that influence satisfaction have been studied, but the effects of personal and demographic characteristics of physicians on patient satisfaction have yet to be explored.
Methods:
Outpatient satisfaction scores from 11,059 patients who rated 25 orthopaedic surgeons from a single institution were studied. In this study, we sought to explore the relationship between nonmodifiable physician characteristics, such as sex and race, and patient satisfaction with outpatient orthopaedic surgery care, as expressed in the Press Ganey Satisfaction Scores. Univariate logistic regression models were used to test the associations between each provider characteristic and patient satisfaction on the Press Ganey patient satisfaction questionnaire.
Results:
Three nonmodifiable physician personal and demographic characteristics were markedly associated with lower patient satisfaction scores across overall satisfaction, communication, and empathy domains: (1) female gender, (2) Asian ethnicity, and (3) being unmarried. Asian ethnicity reduced the odds of receiving a 5-star rating for likelihood to recommend the provider by nearly 40%, but none of these nonmodifiable physician personal and demographic characteristics affected the likelihood to recommend the practice.
Discussion:
Sex, ethnicity, and marital status are nonmodifiable provider characteristics, each associated with markedly lower odds of receiving a 5-star rating on Press Ganey patient satisfaction survey. These data reveal inherent patient biases that negatively affect physician-patient interactions and may exacerbate the lack of diversity in orthopaedic surgery. More research is necessary before using patient satisfaction ratings to evaluate surgeons or as quality measures that affect reimbursement policies.
While the legal motive focuses on legal compliance and the branding motive emphasizes making the workplace representative of the consumer market to gain a bigger share, the value-in-diversity motive focuses exclusively on the value that is attributed to the workplace as a result of increased diversity. The value of diversity purported by this motive transcends the visible aspects of diversity, which organizations might obtain when motivated by legal compliance or branding, and features both the detectable aspects of diversity as well as those not as easily detectable. Hence, the purpose of this chapter is to clearly define and address the original intended usage of terms among academicians, the law, and businesses regarding diversity: modern diversity (visual diversity vs. innovative diversity). Upon having a clearly defined understanding of visual diversity and innovative diversity, implementation of knowledge, skills, abilities, and other characteristics (KSAOs) within diversity will be addressed.
Leadership, although commonly assumed to be greatly significant, is not typically studied in terms of structural characteristics accounted for in organizational performance. The effect of top executive leadership is explored here as a key factor that reflects organizational characteristics by offering a new framework and presenting an empirical test of Korean business firms. This research can be possibly made by focusing on the size of the leadership which explicates the difference between structural, resource and contextual variables in organizations. The multivariate regression analysis shows that firm size, leadership, debt and export significantly affect organizational performance, as measured by net income. The mechanism of Korean business firms needs to readjust to the new environment for organizational performance.
La possibilità per le imprese di ottenere un vantaggio competitivo attraverso la valorizzazione delle diversità individuali si sta concretizzando, anche nel contesto europeo e italiano, nella definizione di una nuova strategia di gestione delle risorse umane, meglio nota come Diversity management (Dm). In Europa però la logica americana del business case si è tradotta nella definizione di Carte della diversità volte a costruire, a livello istituzionale, un comune framework di riferimento per le politiche di diversità, ma anche di inclusione e lotta alle disuguaglianze.
Partendo da queste differenze, il volume si propone di discutere criticamente l'esperienza delle Carte per avviare una riflessione più precisa sulle possibilità di introdurre il Dm in Europa e in Italia e indagarne gli spazi di applicabilità nel complesso delle politiche di uguaglianza e pari opportunità. La prima parte, dopo una breve rassegna del dibattito su uguaglianza e diversità, analizza la genesi, gli obiettivi, le finalità e i destinatari di tutte le Carte attive in Europa, per poi riflettere sulle caratteristiche del contesto e sugli spazi di applicazione del Dm. La seconda parte contiene i risultati di un'indagine di campo sullo stato di attuazione delle Carte, con un approfondimento sulle imprese che hanno sottoscritto quella italiana.
Attraverso l'analisi dei primi risultati ottenuti dalla diffusione delle Carte europee, il volume evidenzia gli elementi d'innovazione contenuti in queste strategie tracciandone però anche i confini di applicabilità, in vista della definizione di nuovi elementi di discussione per l'individuazione di moderni percorsi di riduzione delle disuguaglianze a partire dalla valorizzazione delle differenze.
The many demanding issues that confront managers in modern organisations include knowledge management and governance issues, relations with subordinates, and managerial functions such as delegation, performance feedback, communicating policies and change. Section 1 of this chapter, Chapter 11 of Work Communication: Mediated and Face-to-Face Practices, discusses the interpersonal communication implications of communication and knowledge management and governance. Section 11. 2 considers the part played by skilled and unskilled interpersonal communication in managers’ relations with subordinates and performance of their managerial functions. Section 11.3 examines the relationship between leadership and interpersonal communication. Each section also discusses the related implications for management and leadership of different communication modes, especially computer-mediated versus face-to-face.
Team cultural diversity, the degree to which working team members differ in culture-related factors, may affect healthcare teams' outcomes. This paper focuses on one particular source of cultural diversity, namely religion, and examines its relation to the production efficiency of hospital wards. Building on the categorization-elaboration model of organizational diversity, the authors test an empirical model positing that team religious diversity has non-linear effects on efficiency, and considering the role of moderating variables of the relation diversity-efficiency. Empirically, the authors adopt a two-step approach, whereby the first step applies data envelopment analysis to estimate efficiency scores for each team, and the second investigates the effect of diversity and of moderating variables. The model is tested on a sample of hospital wards from three large hospitals in Dubai. The results suggest an inverse U-shaped relation between religious diversity and the wards' efficiency. Evidence is provided that the relation is moderated by task complexity, task conflict, team leader tenure and diversity in nationality. This study advances research on the management of hospital team diversity by emphasizing the complexity of diversity effects and the importance of contextual factors.
The purpose of this study was to explore the relation between openness to diversity in terms of linguist, visible, value and informational heterogeneity and group processes depicted by group trust and group conflict. We collected data using a web-based survey among 498 academics in multicultural departments. The departments were located in four different Danish universities. We found openness to value diversity and informational diversity to have a positive association with group trust and a negative association with group conflict. Openness to linguistic diversity had positive relationships with group trust. The findings of this study suggest that openness to diversity should be highly prioritized by human resource managers in demographically diverse organizations. Possible interventions include organizational culture change programs, diversity training at individual and team levels as well as rewarding group oriented behavior.
A certain trend in diversity literature adopts a critical stance as to the very way diversity management is implemented in work settings: proponents of these views contend that the ultimate goal of diversity policies does not focus on shaping a culture supportive of diversity, that is a climate in which differences should be intrinsically valued, supported and appreciated. On the contrary, diversity discourses tend to be too instrumental in nature, by subordinating diversity initiatives to a set of functional organizational priorities.
In this respect, diversity is managed merely in view of attaining beneficial outcomes, primarily increased profitability, innovation and enhanced group performance. In sum, diversity management practices emerge as a by-product of frequently competing, or seemingly irreconcilable discourses. Diversity is thus reduced to a commodity, resource or a human capital attribute subject to cost/benefit calculation. Diversity management, degenerating into a simple rhetoric of performance, ultimately conceals its true nature, that of reproducing inequality by either reflecting and securing existing power structures, or subtly separating the managers of diversity from diverse employees, those of low status multiple identities.
Diverse workforces have become more than a reality in contemporary workplaces under conditions of increasing globalization and migration. Diversity as a concept is invested with a variety of meanings and connotations, encompasses multiple dimensions and entails different group and organizational outcomes. Extant literature has so far focused on specifying the relationship between diversity and performance, identifying various beneficial, as well as detrimental outcomes and suggesting variables that are in a position to moderate this relationship. Most importantly, organizational interventions in view of managing diversity as an important business issue tend to occupy a critical position among other established HR practices, thus claiming more legitimacy and further organizational support.
The authors address key questions: whether polyphonic learning space can be constructed by combining theater techniques and applying them to that space, and what kind of knowledge creation process might arise from that endeavor. In polyphonic learning spaces a key element of change and organizational events is seen as a continuous, emergent process. This perspective makes learning a collective and interpretive action process in which the members of an organization construct meanings together and change itself is a pattern of endless modifications in day-to-day work and social practices. By means of aesthetic distancing, which posits that narratives encourage engagement, the authors demonstrate how to focus on the social infrastructure of an organization. The study and intervention presented in this chapter show that it is possible to gain knowledge by interpreting personal experiences. The role of management thereby changes from the setting of goals to the shaping of directions.
Existing results on the relationship between ethno-cultural diversity and innovation remain mixed. The authors argue that these inconsistencies were partly due to conceptual and empirical confusion regarding two aspects of ethno-cultural diversity. By conceptually and empirically teasing apart these two aspects of diversity, the authors demonstrated that diversity arising from ethnic categorization (referred to as ethnic diversity) impairs innovation, while diversity arising from cultural distance (referred to as cultural diversity) enhances innovation, but only when ethnic polarization is low. Consistent with the National Innovation System perspective, the present study using country-level data shows that structural innovation input positively contributes to innovation output. Furthermore, the authors found that ethnic diversity has a direct negative effect on innovation input, which in turn dampens innovation output. By contrast, cultural diversity has a direct positive effect on innovation output over and above the contribution of innovation input only when ethnic polarization is low. Copyright © 2015 John Wiley & Sons, Ltd.
This study provides the first meta‐analytic testing of (1) several proposed moderators of the relationship between employee weight and job‐related outcomes (e.g., target gender, target qualifications, and rater gender); and (2) the effect of specific design features on the variation in results obtained across relevant experimental studies (e.g., weight manipulation and amount of job‐relevant information). The results indicate that there are important moderators of the relationship between people's weight and job‐related outcomes. However, design feature may significantly influence the obtained results. In particular, inconsistent experimental findings regarding the hypothesized moderating role of target sex appear to be explained by limitations in the way in which target weight was manipulated in some studies. Directions for future research are identified.
The Australian workforce is becoming increasingly diverse and it is important to understand the role of individuals’ acculturation attitudes in the workplace. The appreciation of the relationship between acculturation attitudes and affective workgroup commitment is critical for mangers to facilitate the performance of employees with diverse backgrounds. To gain a better understanding of this relationship, we assessed the acculturation attitudes of professional Chinese immigrants and the relationship between these attitudes and affective workgroup commitment in the Australian workplace. Our survey of a sample of 220 professional Chinese immigrants in the Australian workplace revealed that, even though many of them favor integration, the majority adopt separation and marginalization, which were found to be related with low affective workgroup commitment. This study underscored the importance of acculturation attitudes to cultivate positive job-related outcomes, and provided useful information for organizations to manage immigrant employees via effective acculturation programs.
In this article I review studies of resistance to change and advocate new research based on a reconceptualization of individual responses to change as multidimensional attitudes. A challenging question for research and practice arises: How can we balance the organizational need to foster ambivalent attitudes toward change and the individual need to minimize the potentially debilitating effects of ambivalence? I conclude by highlighting the importance of examining the evolution of employee responses to change over time and the need to understand responses to change proposals that emerge from bottom-up, egalitarian change processes.
Sixty-three studies published in the years 1997–2002 are reviewed to assess the effects of workplace diversity on teams and organizations. Four major questions are considered: Which personal attributes have diversity researchers studied in recent years? What has been learned about the consequences of diversity for teams and organizations? What has been learned about the role of context in shaping the effects of diversity? How has research addressed the multi-level complexities inherent in the phenomenon of diversity? For each question, we consider the strengths and weaknesses of recent diversity research, point out opportunities for new research, and identify threats to continued advancement. The review concludes by considering practical implications of the accumulated evidence.
Research on organizational diversity, heterogeneity, and related concepts has prolif- erated in the past decade, but few consistent findings have emerged. We argue that the construct of diversity requires closer examination. We describe three distinctive types of diversity: separation, variety, and disparity. Failure to recognize the meaning, maximum shape, and assumptions underlying each type has held back theory devel- opment and yielded ambiguous research conclusions. We present guidelines for conceptualization, measurement, and theory testing, highlighting the special case of demographic diversity
This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.
It is now accepted wisdom that a major challenge facing managers in the next century will be an increasingly diverse workforce. But what conclusions can be drawn from the research on demography and diversity about meeting this challenge? Is there, as some researchers suggest, a "value in diversity", or, as suggested by others, does diversity make group functioning more difficult? The purpose of this paper is to provide a systematic review of the literature on organizational demography and diversity as it applies to work groups and organizations. We review over 80 studies relevant for understanding the effects of demography as it applies to management and organizations. Based on this review, we summarize what the empirical evidence is for the effects of diversity and suggest areas for further research.
This study investigated 3 broad classes of individual-differences variables (job-search motives, competencies, and constraints) as predictors of job-search intensity among 292 unemployed job seekers. Also assessed was the relationship between job-search intensity and reemployment success in a longitudinal context. Results show significant relationships between the predictors employment commitment, financial hardship, job-search self-efficacy, and motivation control and the outcome job-search intensity. Support was not found for a relationship between perceived job-search constraints and job-search intensity. Motivation control was highlighted as the only lagged predictor of job-search intensity over time for those who were continuously unemployed. Job-search intensity predicted Time 2 reemployment status for the sample as a whole, but not reemployment quality for those who found jobs over the study's duration. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
F. L. Schmidt and J. E. Hunter (1989) critiqued the within-group interrater reliability statistic (
rwg) described by L. R. James et al (1984). S. W. Kozlowski and K. Hattrup (1992) responded to the Schmidt and Hunter critique and argued that
rwg is a suitable index of interrater agreement. This article focuses on the interpretation of
rwg as a measure of agreement among judges' ratings of a single target. A new derivation of
rwg is given that underscores this interpretation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Reviews the demographic diversity on group conflict and innovation and points out some of the complexities involved in unpacking the effects of diversity in tenure, age, sex, and race–ethnicity on the work force. A study is presented that tested the relations between work group diversity, group conflict and both creativity and implementation. 189 manufacturing and retailing employees (representing management, product development, personnel, finance, and marketing) completed a survey regarding the previously mentioned factors. Results show that the ability of groups to differentiate between task and relationship conflict is influenced by the levels of conflict and diversity in the groups. The effects of tenure diversity are consistent with social categorization theory leading to increased conflict levels and poorer implementation ability, while the effects of race–ethnic diversity are dependent on the composition of the groups. No relationship was found between conflict and the groups' creativity norms. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
when business leaders state that they are concerned about how to manage a diverse work force, what do they mean / in what ways is the work force becoming more diverse / these questions will be addressed first / then, a limited review of the empirical and theoretical literatures in social psychology will be provided to suggest the types of challenges and opportunities employers will face in managing a diverse work force
describes recent field research in organizational psychology that addresses the question of how group composition relates to work team outcomes (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The relationship between the social composition of top management teams and innovation adoptions was examined in a sample of 199 banks. The following characteristics of top management teams were examined: average age, average tenure in the firm, education level, and heterogeneity with respect to age, tenure, educational background, and functional background. In addition, the effects of bank size, location (state of operation), and team size were assessed. Results indicate that more innovative banks are managed by more educated teams who are diverse with respect to their functional areas of expertise. These relationships remain significant when organizational size, team size, and location are controlled for.
Sixty-three studies published in the years 1997–2002 are reviewed to assess the effects of workplace diversity on teams and organizations. Four major questions are considered: Which personal attributes have diversity researchers studied in recent years? What has been learned about the consequences of diversity for teams and organizations? What has been learned about the role of context in shaping the effects of diversity? How has research addressed the multi-level complexities inherent in the phenomenon of diversity? For each question, we consider the strengths and weaknesses of recent diversity research, point out opportunities for new research, and identify threats to continued advancement. The review concludes by considering practical implications of the accumulated evidence.
In this article the author reviews studies of resistance to change and advocates new research based on a reconceptualization of individual responses to change as multidimensional attitudes. A challenging question for research and practice arises: How can we balance the organizational need to foster ambivalent attitudes toward change and the individual need to minimize the potentially debilitating effects of ambivalence? The author concludes by highlighting the importance of examining the evolution of employee responses to change over time and the need to understand responses to change proposals that emerge from bottom-up, egalitarian change processes. [ABSTRACT FROM AUTHOR] Copyright of Academy of Management Review is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
This analysis considers the impact of the top managers in an organization on the organization's outcomes, specifically strategic choices and performance levels. The focus is not on the chief executive alone, but rather on the entire top management team. Using a macro view, these organizational outcomes are perceived to be related to the values and cognitive bases of those high-power individuals in the organization. In developing the model, emphasis is on the background characteristics of the top managers as opposed to the psychological dimensions. A series of propositions that should be tested to support the upper echelons theory are presented. The topics of these propositions include age, functional track, other career experiences, education, socioeconomic roots, financial position, and group characteristics. The creation of this model is just the beginning of the work that is necessary to evaluate and understand the upper echelons theory. Further input is needed from areas such as the executive recruiting industry. Additionally, clinical and statistical studies are both necessary to fully develop this theory. (SRD)
The central premise of upper echelons theory is that executives' experiences, values, and personalities greatly influence their interpretations of the situations they face and, in turn, affect their choices. At the invitation of the editor, I recap the AMR article in which the theory was originally presented (Hambrick & Mason, 1984), discuss subsequent refinements of the theory, and lay out several promising avenues for future upper echelons research.
This study examined how top management team diversity variables and debate interacted to influence two measures of company financial performance. Further, it assessed the degree to which decision comprehensiveness mediated those interaction effects. Multi-informant data from the top management teams of 57 manufacturing companies revealed that more job-related types of diversity interacted with debate to influence financial performance, but a less job-related type (age diversity) did not. Decision comprehensiveness partially mediated those effects.
Organizational and psychological climate research has been plagued by cross-level inference problems. This paper advocates treating the organization as the unit of theory for organizational climate while preserving the individual as the unit of theory for psychological climate. It examines multilevel conceptual problems in climate research and discusses strategies for improving the validity and assessing the reliability of measurement. Additional multilevel research on climate and other areas of organizational science, particularly organizational culture, is encouraged.
This paper focuses on the relationship between the internal dynamics and success of a population of intense work groups, professional string quartets in Great Britain. We observed three basic paradoxes: leadership versus democracy, the paradox of the second violinist, and confrontation versus compromise. The central findings indicate that the more successful quartets recognized but did not openly discuss the paradoxes. Instead, they managed these inherent contradictions implicitly and did not try to resolve them. The discussion addresses the study of intense work groups, the forces that drive these paradoxes, and potential applications to other organizational groups.
[Excerpt] The lack of research and, by extension, the paucity of empirically grounded theory on organizations and occupations have left unanswered questions that are critical for understanding the social organization of work in post-industrial economies. Under what conditions are organizations likely to bureaucratize professional tasks? What types of tasks are most likely to be affected by such bureaucratization and how do occupations adjust to such changes? Conversely, what forces have transformed organizations into breeding grounds for new occupations? How are organizations affected when they employ large numbers of professionals? What dynamics occur when the boundaries between occupation and organization begin to blur?
Questions such these are grist for the papers in this volume. Our aim in assembling the papers has been to stimulate researchers and theoreticians to examine more closely the intersection between organizations and occupations. Like the authors of these papers, we believe that it is no longer wise for organizational and occupational sociology to develop as independent areas of theory and research. In fact, to continue to do so may mean that our understanding of the workplace will become increasingly unrealistic.
From reconstructing and reviewing the paradigm of contingency theory, its inherent economic determinism is rejected as being misleading. Supported by considerable evidence, 'scope of choice' is suggested to be crucial for the understanding of the nexus between environmental circumstances and organizational structure. Using the idea of 'scope of choice', consequences for further theorizing are outlined. An action-oriented approach is suggested which also allows for rational reasoning on normative issues. Some proposals for interpreting organizational structure as a subject of decision pro cesses are discussed. Special attention is given to the concept of strategic choice as a possible means of orienting organization research. Finally, issuing from the idea of 'scope of choice', normative questions are considered in an attempt to 'recall' the obligation of practical (normative) reasoning in organizational choice.
A meta-analysis of the data from empirical investigations of diversity in work groups was used to examine the impact of two types of diversity attributes, highly job-related and less job-related, on work group cohesion and performance. This distinction was used to test the proposition that different types of diversity will differentially impact work group cohesion and performance. In addition, type of team was examined as a possible moderator of the relationship between diversity and performance. Results showed that neither type of diversity had a relationship with cohesion or performance. Explanations and directions for future research are offered.
In this article, we review and evaluate recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns. We argue that diversity in the composition of organizational groups affects outcomes such as turnover and performance through its impact on affective, cognitive, communication, and symbolic processes.
Research has suggested that, within a work group, diversity with respect to members' demographic backgrounds can have a powerful effect on both turnover from the group and on the group's performance on cognitive tasks (i.e., “thinking” tasks that involve generating plans or ideas, solving problems, or making decisions). While such diversity tends to increase turnover, its effects on cognitive task performance are more mixed, sometimes enhancing performance and sometimes impairing it. An understanding of how diversity leads to these outcomes may help managers enhance work group effectiveness. Thus, in this paper I develop a theoretical model to explain the turnover and mixed performance consequences of demographic diversity in work groups.
The proposed model suggests that each demographic diversity variable (e.g., diversity with respect to age, gender, race, group tenure, organization tenure, education, or functional background) can be classified according to its level of visibility and its level of job-relatedness. Visibility is the extent to which the variable is easily observed by group members, and job-relatedness is the extent to which the variable directly shapes perspectives and skills related to cognitive tasks. The model then suggests that the visibility and job-relatedness of a diversity variable indirectly influence how much turnover and/or performance enhancement the variable yields. More specifically, the visibility and job-relatedness of a diversity variable influence the levels of affective (emotional) and substantive (task) conflict in the group, and the levels affective and substantive conflict, in turn, influence the amount of turnover from the group and the group's performance.
After generating six research propositions based on the model, including three addressing demographic diversity variable- conflict linkages and three addressing conflict-turnover and conflict-performance linkages, I discuss boundary conditions of the model and offer recommendations for future research.
This analysis considers the impact of the top managers in an organization on the organization's outcomes, specifically strategic choices and performance levels. The focus is not on the chief executive alone, but rather on the entire top management team. Using a macro view, these organizational outcomes are perceived to be related to the values and cognitive bases of those high-power individuals in the organization. In developing the model, emphasis is on the background characteristics of the top managers as opposed to the psychological dimensions. A series of propositions that should be tested to support the upper echelons theory are presented. The topics of these propositions include age, functional track, other career experiences, education, socioeconomic roots, financial position, and group characteristics. The creation of this model is just the beginning of the work that is necessary to evaluate and understand the upper echelons theory. Further input is needed from areas such as the executive recruiting industry. Additionally, clinical and statistical studies are both necessary to fully develop this theory. (SRD)
Schmidt and Hunter (1989) critiqued the within-group interrater reliability statistic (r(wg)) described by James, Demaree, and Wolf(1984). Kozlowski and Hattrup (1992) responded to the Schmidt and Hunter critique and argued that r(wg) is a suitable index of interrater agreement. This article focuses on the interpretation of r(wg) as a measure of agreement among judges' ratings of a single target. A new derivation of r(wg) is given that underscores this interpretation.
The organization is but one frame of reference for understanding work behavior. Equally powerful but largely unexplored social forces in the workplace are groups sired by the perception of common task. After developing the concept of an occupational community as a framework for analyzing the phenomenological boundaries of work worlds, the authors show how research on occupational communities can broaden our knowledge of careers, control, conflict, and innovation, topics traditionally approached from an organizational perspective.
International companies are rapidly increasing their use of multinational groups (MNGs), sometimes with great success and sometimes severe frustration. The purpose of this paper is to establish a conceptual understanding of the implications of multinational composition for group functioning. Moving across units of analysis, we focus first on the individual group member's characteristics as a reflection of his or her nationality, then on the effects of multinational diversity on group functioning and performance, and finally on the association between corporate policies and the use of MNGs. We close the paper with a proposed research agenda on multinational groups.
The design of a complex regulator often includes the making of a model of the system to be regulated. The making of such a model has hitherto been regarded as optional, as merely one of many possible ways.In this paper a theorem is presented which shows, under very broad conditions, that any regulator that is maximally both successful and simple must be isomorphic with the system being regulated. (The exact assumptions are given.) Making a model is thus necessary.The theorem has the interesting corollary that the living brain, so far as it is to be successful and efficient as a regulator for survival, must proceed, in learning, by the formation of a model (or models) of its environment.
Diversity among executives is widely assumed to influence a firm's strategic decision processes, but empirical research on this linkage has been virtually nonexistent. To partially fill the void, we drew upon three separate studies to examine the impact of executive diversity on comprehensiveness of strategic decision-making and extensiveness of strategic planning. Contrary to common assumptions of researchers and executives, our results suggest that executive diversity inhibits rather than promotes comprehensive examinations of current opportunities and threats, and inhibits rather than promotes extensive long-range planning. In light of the cumulative research showing that firm performance is related to both comprehensiveness and extensiveness, our results provide evidence for an indirect connection between executive diversity and firm performance. © 1998 John Wiley & Sons, Ltd.
Current research offers alternative explanations to the ‘linkage’ between the pattern of diversification and performance. At least four streams of research can be identified. None of these can be considered to be a reliable, predictive theory of successful diversification. They are, at best, partial explanations. The purpose of this paper is to propose an additional ‘linkage’, conceptual at this stage, that might help our understanding of the crucial connection between diversity and performance. The conceptual argument is intended as a ‘supplement’ to the current lines of research, rather than as an alternative explanation.
Examines the effect of team demography on firm performance. Three models of team demography, process, and firm performance are considered: direct demography, process, and the intervening model. The demography model, which holds that team demography is the sole determinant of performance outcomes, is modeled in terms of heterogeneity, team tenure, and team size. The process model, which purports that demography and process contribute separately to performance outcomes, measures demography in the same terms as the demography model and measures process in terms of social integration, informal communication, and communication frequency. The intervening model proposes that team demography affects team process and in turn influences process. Data were collected from 53 U.S. high-technology firms, through interviews and surveys of the firm CEOs and their top management teams. The results show little support for the demography model, while partial support is shown for the intervening model. Team process is shown to have a direct impact on performance while demography is shown to have direct and indirect effects. These results indicate that keeping team size small enhances informal communication and social integration. It is evidence that the relationship between team demography, process and performance is not straightforward. (SRD)
IntroductionA Contingency Perspective of Group ConflictConclusions and Avenues for Future ResearchAcknowledgementsReferences
The study discussed in this article deals with the effects of strategic and value consensus on the performance of management teams in operating units at a large multinational company. The results showed that diversity of views on objectives, competitive methods, and values are positively related to objective measures of performance but negatively related to manager's own perceptions of their operating units' performance. This suggests that diversity of views may allow managerial employees to fulfill their responsibilities more effectively by improving their units' performance. Possible explanations for these results are discussed in the concluding section of this article.