| The impact of cultural diversity on organizational effectiveness: an integrative theory of process and content |
| | Richard, Orlando Curtae' | Louisiana Tech U. | pretty@cab.latech.edu | [(318)-257-3871] |
| | Kochan, Thomas A. | Massachusetts Institute of Technology | Kochan@mit.edu | 617-253-6689 |
| | We offer a theory for understanding the impact of cultural diversity on firm effectiveness. Section 1 summarizes the background and the framework we employ to organize the literature. Section 2 outlines determinants of diversity and reviews literature on how employees react to various determinants. Section 3 reviews the literature on how diversity impacts organizational processes and outcomes. Section 4 lays out contextual factors that are relevant when modeling the diversity - effectiveness relationship. Section 5 discusses organizational interventions and their role for improved performance. Implications for research and practice are also offered. |
| | Keywords: Diversity; conflict; Effectiveness |
| Organizational Characteristics and Racial Diversity |
| | Fields, Dail L. | George Washington U. | dfields@gwu.edu | 757-838-8100 |
| | Goodman, Jodi S. | Purdue U. | jgoodman@mgmt.purdue.edu | 765-494-4485 |
| | Blum, Terry C. | Georgia Institute of Technology | terry.blum@mgt.gatech.edu | 404-894-4924 |
| | This study examines the relationship of structural characteristics of organizations with racial diversity in 286 private sector
companies. Variables describing external structure (unionization, rural location, industry), internal structure (size, growth, turnover,
technology, personnel development) and patterns of racial composition within job levels (management, top management, and
non-management) combine to predict the variation in racial diversity across organizations. Different structural variables are
related to racial diversity in non-management, management and top management organizational levels, raising questions about
the extent of mobility of racial minorities across job levels. |
| | Keywords: Racial Diversity ; Structural Analysis |
| Challenging Diversity Myths and Eradicating Resistance: A Critical Analysis of Backlash |
| | Thomas, Kecia M. | U. of Georgia | kthomas@arches.uga.edu | 706-542-0057 |
| | Mack, Dan A. | U. of Georgia | danmack@arches.uga.edu | 706-542-2174 |
| | Montagliani, Amelie | U. of Georgia | amontag@egon.psy.uga.edu | 706-542-2174 |
| | Attempts at managing diversity have been consistently met with a "backlash" on the parts of those who perceive themselves to not be
beneficiaries of these diversity efforts. The earliest of this resistance to manage diversity came during the Reconstruction period and they have
persisted as modern day backlash to affirmative action and other organizational practices to manage
diversity.
Much of this backlash appears based upon "diversity myths" that are created and perpetuated in organizations. Examples include: 1) the lack
of an organizational bottom-line benefit offered by minority workers; 2) women's lack of commitment to work and their high likelihood of turnover;
3) the high financial and productivity costs assocated with disabled workers; and 4) the decreased "payback period" of hiring, training, and
maintaining older workers.
This paper employs a critical theory perspective to challenge each of the myths mentioned. Academic and practitioner literatures are reviewed
that provides overwhelming evidence that all of the myths listed are false. In addition, in the spirit of critical theory, these myths are
de-contextualized and linked to broader societal doctrines and principles that support the creation and perpetuation of these myths. The societal
principles that provide a framework for the legitimacy of these myths include: the melting pot metaphor, the meritocracy myth, and the colorblind
ideal. The paper concludes with suggestions for how organizations can better develop systems to continually challenge diversity myths and reap
the benefits of diversity in the workplace.
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| | Keywords: Diversity; Resistance; Change |
| Explaining Why Diversity Sometimes has Positive Effects in Organizations and Sometimes has Negative Effects in Organizations: The Perceived Dissimilarity Openness Moderator Model |
| | Hartel, Charmine E. J. | U. of Queensland | C.Hartel@gsm.uq.edu.au | 011 61 7 3365 7499 |
| | Fujimoto, Yuka | U. of Queensland | yuyu97@msn.com | +61 7 3365 6747 |
| | In recent years, organizations have become aware that diversity in the work place presents both opportunities and challenges for efficiency, international competitiveness, and innovation. The extent of an organization's effectiveness will be determined largely by its ability to be open to differences among group members and to fully make use of the potential of a diverse workforce. Unfortunately, although the literature is replete with the effects of diversity on organizational outcomes, little information is available on factors that moderate the relationship between diversity and its outcomes. This research aims to address this gap by developing a perceived dissimilarity-openness moderator model which describes the role of individual's, group's, and organization's openness to perceived dissimilarity in moderating the relationship between diversity and organizational group processes and outcomes. Propositions are derived from the model and implications for management and future research are given. |
| | Keywords: race and gender; diversity; group relations |