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Reputational rankings published by the media have emerged as important sources of institutional isomorphic pressures on organizations. However, organizations vary in the extent to which they respond to the pressures exerted by the rankings, and research to date has not examined why some organizations change in response to the rankings and others do not. This study develops and tests a model that examines how top managers’ sensemaking of rankings affects organizational change. Specifically, the model proposes direct and moderated effects of a perceived discrepancy between the position assigned to an organization in the rankings and the position implied by the organization’s identity in the minds of its top managers (referred to here as a “perceived identity-reputation discrepancy”), on the extent of change undertaken by the organization. The research context used for the study was U.S. graduate schools of business. The results show that, as expected, schools whose top managers believed that their rankings were discrepant from their own perceptions of their school’s standing in the industry, were more likely to undertake organizational change. This relationship was moderated by top managers’ perceptions of the strategic impact of the rankings, and by the strength and external orientation of organizational identity; the relationship was not moderated by the perceived validity of the rankings. Overall, the results suggest that managerial interpretations and organizational identity work in concert to explain variation across organizations in the extent to which rankings motivate organizational change.

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In this study, the authors examined how individual gender-related attitudes and beliefs affect the reactions of men and women to gender diversity management programs in organizations. They found that whereas there were no significant between-sex differences in the effects of gender diversity management on organizational attractiveness, there were strong within-sex differences based on individual attitudes and beliefs. Specifically, within the sexes, centrality of one's gender identity, attitudes toward affirmative action for women, and the belief that women are discriminated against in the workplace moderated the effects of gender diversity management on organizational attractiveness. The findings, combined with prior research, suggest that it is critical for organizations to incorporate efforts to manage perceptions of gender diversity management programs into their diversity management strategies.

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As demand increases for expatriates to manage far-fl ung operations in a global economy, scholars and practitioners are focusing their attention on the factors that contribute to expatriate success. One such factor is the support that expatriates receive from host country nationals (HCNs) with whom they work. Researchers interested in understanding expatriate success have not closely examined the phenomenon from an HCN perspective, however. At the same time, although we have gained a signifi cant understanding of the roles of psychological, organizational, and contextual variables in the international assignment, there is still much to be understood about how expatriates' demographic characteristics affect their experiences in international assignments. Current fi ndings regarding the effects of demographic characteristics often are inconsistent, highlighting the need for more complex theorizing. This article reviews recent research on the effects of expatriate demographic characteristics and proposes a social identity approach to understanding how these characteristics affect HCN support for the expatriate. It also seeks to develop a theory that addresses discrepancies in extant empirical fi ndings, provides propositions to guide future research in the study of expatriates, and discusses implications for both researchers and practitioners.Expatriates are "employees of business organizations, who are sent [to another country] on a temporary basis to complete a time-based task Few researchers … have examined how HCNs might contribute to adjustment or the factors that determine HCN support for an expatriate.