Social Identity Patterns in Culturally Diverse Organizations: The Role of Diversity Climate1 (original) (raw)
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Cultural diversity in organizations: Enhancing identification by valuing differences
International Journal of Intercultural Relations, 2008
The present research investigated the role of perceived similarity in cultural values (associated with diversity in cultural backgrounds) and an intercultural group climate in predicting identification with both the organization and the work team. The relevance of perceived similarity in cultural values for identification was shown in a questionnaire study among 124 employees from various organizations (Study 1). Study 2 among 75 employees from a diverse organization showed that perceived similarity in cultural values is positively related to identification with workgroups. In this vein, cultural diversity can hinder identification. Therefore, we focused on an intercultural group climate, in which cultural diversity is perceived as positive, as an alternative way to ensure employees' identification in diverse work groups. Results confirmed that employees report high levels of identification with both the organization and the work team, when the intercultural group climate is strong. In addition, when an intercultural group climate is strong, employees still report high levels of identification with the organization despite low perceived similarity in cultural values. #
Leadership-promoted diversity climate and group identification
Leadership & Organization Development Journal
PurposeBesides diversity's positive effects, groups of “we” against “them” may form in accordance with social categorization theory, showing diversity's negative consequences. The authors aim to reconcile these results and examine their boundary conditions.Design/methodology/approachThe authors studied 584 working professionals from five contexts (transnational companies dealing with multicultural interactions) and analyzed data using moderated-mediation procedures.FindingsA leader-promoting diversity climate plays a crucial role in moderating the negative relationship between perceived dissimilarity and group identification, which is mediated by value dissimilarity.Originality/valueThis study mainly contributes by treating dissimilarity as a multicomponent construct, emphasizing the crucial differences embodied in various conceptualizations of dissimilarity – namely visible and value dissimilarity. For dissimilarity to result in group identification, the results highlight l...
Managing diversity in organizations: An integrative model and agenda for future research
European Journal of Work and Organizational Psychology, 2013
The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top management's diversity beliefs) and societal factors (e.g., legislation, socio-economic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations. Running head: MANAGING DIVERSITY IN ORGANIZATIONS 2
This paper develops theory about the conditions under which cultural diversity enhances or detracts from work group functioning. From qualitative research in three culturally diverse organizations, we identified three different perspectives on workforce diversity: the integration-andlearning perspective, the access-and-legitimacy perspective, and the discrimination-and-fairness perspective. The perspective on diversity a work group held influenced how people expressed and managed tensions related to diversity, whether those who had been traditionally underrepresented in the organization felt respected and valued by their colleagues, and how people interpreted the meaning of their racial identity at work. These, in turn, had implications for how well the work group and its members functioned. All three perspectives on diversity had been successful in motivating managers to diversify their staffs, but only the integration-and-learning perspective provided the rationale and guidance needed to achieve sustained benefits from diversity. By identifying the conditions that intervene between the demographic composition of a work group and its functioning, our research helps to explain mixed results on the relationship between cultural diversity and work group outcomes. American management literature, both popular (e.g., Thomas, 1991; Morrison, 1992) and scholarly (e.g., Cox, 1993), is rife with advice that managers should increase workforce diversity to enhance work group effectiveness. Empirical research on whether and how diversity is actually related to work group functioning is limited, however, and the evidence is mixed, depending in part on what kinds of differences constitute the "diversity" in question (see Pelled, 1996, for reviews). Researchers have examined the impact of diversity in identity group memberships, such as race and sex (e.g., Cox, 1993; Jackson and Ruderman, 1995); organizational group memberships, such as hierarchical position or organizational function (e.g., ; and individual characteristics, such as idiosyncratic attitudes, values, and preferences (e.g., Hoffman, 1959;. Although certain types of diversity appear to be beneficial, studies focused on race and gender have demonstrated both positive and negative outcomes (see Williams and O'Reilly, 1998, for review), suggesting that certain conditions may moderate these outcomes. To date, however, most scholars have only speculated as to what these conditions might be. As a result, consultants and managers interested in diversity have had to rely largely on some combination of common sense and good faith for the rationales they advance about why and how companies should address the issue.
Self-Categorization and Identity Construction Associated with Managing Diversity
Journal of Vocational Behavior, 1999
This study investigated the self-categorization of library employees (N ϭ 254) in response to the question: Do you consider yourself to be a member of an underrepresented group? Approximately 15% of the affirmative responses to this question were from white majority group members. Consistent with predictions based on categorization and labeling theories (Ashforth & Humphrey, 1997), these "nontraditional" underrepresented group members were found to have lower reported job satisfaction, poorer perceptions of psychological climate and procedural justice, worse leadermember exchange quality, and more negative reactions to diversity-related issues than employees classified as traditionally underrepresented or not underrepresented. Relations between nontraditional identity and two diversity outcomes (consistency of diversity definitions and practices; general attitudes about diversity) were completely mediated by procedural justice perceptions. Results are discussed in terms of labeling theory and social control in identity representation, with implications for effectively managing diversity and organizational change. © 1999 Academic Press. .. I view the goal of managing diversity as maximizing the ability of all employees to contribute to organizational goals and to achieve their full potential unhindered by group identities such as gender, race, nationality, age, and departmental affiliation. (Cox, 1994, p. 11) We gratefully acknowledge the help of Nancy Slaybaugh, Glorianna St. Clair, and Nancy Cline in making this research possible.
Multicultural Organizations: Does a Positive Diversity Climate Promote Performance?
European Management Review, 2011
In recent years the attention towards demographic diversity has increased among academics and practitioners dealing with organization management. Finding a possible connection between diversity and group performance has been the objective of much extant research. Still, however, results are inconclusive. Based on a sample consisting of 489 members of multicultural academic departments, we set out to examine the relationship between diversity climate (group openness to linguistic, visible, value, and informational diversity), and performance (perceived group performance, group satisfaction). We found openness to linguistic, value, and informational diversity to have strong positive associations with perceived group performance and group satisfaction. Implications of the findings are discussed in detail.
Diversity as a Basis for Shared Organizational Identity: The Norm Congruity Principle
British Journal of Management, 2007
Although the social identity approach is generally used to explain the negative consequences of diversity for the formation of a common identity within organizations, we propose that social identity processes can also lead employees to evaluate their differences in a positive way. We propose norm-congruency as a central principle to understand these issues. We argue that when differences among team members in organizations are congruent with norms and expectations, diversity can become a basis for organizational identification.
Understanding the Impact of Cultural Diversity on Organizations
1997
This research paper presents information on the importance of understanding the impact of cultural diversity on organizations. Starting with a historical background of how the military has handled diversity, the stages from "grudging acceptance" to "valuing differences and managing diversity" are explained. It further lays a foundation by discussing several factors such as stereotyping, prejudice and ethnocentrism that affect the diversity climate as presented in a model developed by Taylor Cox, Jr. It is from this basic framework that tools such as empowerment, training, and mentoring are presented for leaders to consider when dealing with diversity in their organization. Finally, these tools are interrelated to a five-step continuous process developed by Ann M. Morrison that a leader can use in analyzing the diversity climate of their organization.