Research on the consequences of diversity in teams continues to produce inconsistent results.We review the recent developments in diversity research and identify two shortcomings. First, an understanding of the microdynamics affecting processes and outcomes in diverse teams is lacking. Second, diversity research has tended to treat different social categories as equivalent and thus not considered how members' experiences may be affected by their social category membership. We address these shortcomings by reviewing research on stereotypes, which indicates that stereotypes initiate reinforcing microdynamics among (a) attributions of a target team member's warmth and competence, (b) perceiving members' behavior towards the target team member, and (c) the target team member's behavior. Our review suggests that perceivers' impression formation motivation is the key determinant of the extent to which perceivers continue to treat a target based on categorization. Based on our review, we provide an integrative perspective and corresponding model that outlines these microdynamics of diversity and stereotyping in teams and indicates how stereotyping can benefit as well as harm team functioning. We discuss how this integrative perspective on the microdynamics of diversity and stereotyping in teams relates to the social categorization and the information/decision-making perspective, set a research agenda, and discuss the managerial implications. KeywordsDiversity; Teams; Stereotypes; Microdynamics; Performance 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 2 Page 2 of 101 Academy of Management Annals Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping LiteraturesGlobalization, demographic changes, and the increased use of teams in contemporary organizations have created a surge in research on the consequences of different team members working together . The many recent meta-analyses on the consequences of team diversity signify the considerable amount of attention that has gone to this field of study (e.g., Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011;Horwitz & Horwitz, 2007;Joshi & Roh, 2009;van Dijk, van Engen, & van Knippenberg, 2012). For the past two decades, diversity research has mainly relied on a dual theoretical approach where the social categorization and the information/decision-making perspectives inform answers to the questions why and how diversity affects team performance (Milliken & Martins, 1996; van Knippenberg, De Dreu, & Homan, 2004;Williams & O'reilly, 1998). There is much that we have learned from these perspectives, but despite the fact that theories have been advanced and research models have become more sophisticated, so far the main conclusion that has been drawn is that research on the relationship between team diversity and team performance is inconclus...

We provide an ethical evaluation of the debate on managing diversity within teams and organizations between equality and business case scholars. Our core assertion is that equality and business case perspectives on diversity from an ethical reading appear stuck as they are based on two different moral perspectives that are difficult to reconcile with each other. More specifically, we point out how the arguments of equality scholars correspond with moral reasoning grounded in deontology, whereas the foundations of the business case perspective are crafted by utilitarian arguments. We show that the problems associated with each diversity perspective correspond with the traditional concerns with the two moral perspectives. To resolve this stalemate position, we argue that the equality versus business case debate needs to be approached from a third, less well-known moral perspective (i.e. virtue ethics). We posit that a focus on virtues can enhance equality by reducing prejudice and illustrate this by applying it to the HRM domains of recruitment and selection and of performance management. Subsequently, we argue that values are key to aligning virtues with each other and with corporate strategy, delineate our values and virtues perspective on diversity, and argue why and how it can enhance organizational performance.

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Purpose This study aims to examine whether the psychological capital of male and female university students explains the intention to undertake entrepreneurism. Following Ajzen’s theory of planned behaviour, the aim was to study whether perceived behavioural control and subjective norms influence entrepreneurial intention and if subjective norms moderate established relationships, in both genders. Design/methodology/approach Structural equation modelling and analysis of variance was applied to test the hypotheses amongst students at a Spanish university. Findings The results showed that gender differences in psychological capital, in perceived behavioural control and in subjective norms existed between the male and female population, which explain gender differences in entrepreneurial intention. Similarly, subjective norms acted as a moderator in the relationship between psychological capital, the perceived behavioural control and entrepreneurial intention, with the moderating impact being higher on the female population. Practical implications The results obtained in this paper indicate that developing perceived behavioural control and the psychological capital of university students in training programmes of male and female students helps to promote their entrepreneurial intention. Similarly, the results suggest that building a support network, for instance of family and groups of friends is key to fostering entrepreneurial intention, particularly for women. Originality/value Entrepreneurship is key to the successful employability of current and future generations in the labour market. This study examined key antecedents of student’s entrepreneurial intention and how these are gendered. For both men and women (investing in) psychological capital is important. Informal social support was shown to play a key role in women’s entrepreneurial intention.

PurposeThe purpose of this paper is to further understanding concerning sex differences in leadership styles and to examine the mediating role of gender identity traits in these differences.Design/methodology/approachThe paper draws on previous research that has established that many aspects of leadership style positively related to leaders' effectiveness are associated with the female gender role. Consistent with this assumption, the authors examined a sample of 157 Spanish managers whether significant sex differences favouring women emerge in relevant leadership dimensions (i.e. individualized consideration, contingent reward and emotional intelligence) and whether gender identity traits may help to explain such differences.FindingsResults show that male leaders' lower scores in individualized consideration, positive contingent reward and emotional intelligence are partly explained by their lower identification with expressive traits. Furthermore, results indicate that integration of counter‐stereotypical traits into the self positively relates to effectiveness in the sense of use of a wider range of leadership styles for both women and men.Research limitations/implicationsFuture research could explore in more detail how sex differences in leadership styles are associated with gendered traits of identity in different countries, as well as whether a blend of masculine and feminine traits is predictive for a more multifaceted leadership style.Originality/valueThe findings are discussed in terms of how a gender perspective may help to better understand leadership effectiveness in contemporary organizations, especially in the case of male leaders.

Purpose – Interventions to support gender equality in organisations are often unsuccessful. Stakeholders disagree about the causes and problem definition of gender equality or pay lip service to the principle of gender equality, but fail to implement gender equality in practice. The purpose of this paper is to examine participatory modelling as an intervention method to support stakeholders in: reaching a shared problem definition and analysis of gender inequality; and identifying and implementing policies to tackle gender inequality. Design/methodology/approach – The authors apply participatory modelling in case studies on impediments to women’s careers in two Dutch universities. Findings – This study shows that participatory modelling supported stakeholders’ identification of the self-reinforcing feedback processes of masculinity of norms, visibility of women and networking of women and the interrelatedness between these processes. Causal loop diagrams visualise how the feedback processes are interrelated and can stabilise or reinforce themselves. Moreover, they allow for the identification of possible interventions. Research limitations/implications – Further testing of the causal loop diagrams by quantifying the stocks and the flows would validate the feedback processes and the estimated effects of possible interventions. Practical implications – The integration of the knowledge of researchers and stakeholders in a causal loop diagram supported learning about the issue of gender inequality, hereby contributing to transformative change on gender equality. Originality/value – The originality of the paper lies in the application of participatory modelling in interventions to support gender equality.

Purpose The purpose of this paper is to review empirical research on the relationship between organization-based social support and the success of international assignments (IAs). Design/methodology/approach Four search engines were used to obtain empirical studies relating organization-based social support to success criteria. Studies were compared based on type of theoretical foundation, criteria of success, source of social support and study design. Findings The reviewed studies draw on three theoretical paradigms – based on stress, social capital and relational exchange. The results demonstrate that expatriates receive social support from multiple organization-based sources and that these sources’ proximity to the expatriate influences the relationship between social support and success. Regarding geographical proximity, sources in the home and host countries fulfil different supportive functions and therefore stimulate different success criteria. Additionally, the success criteria stimulated by organizational support depend on the type of supportive practices offered. The impact of support from organizational members is further influenced by their hierarchical proximity to the expatriate, with supervisory support relating most strongly to success. In addition to proximity, characteristics of the expatriating employee and the assignment (e.g. expatriate motivation and assignment hardship) influence the value of social support. Finally, social support relates most strongly to expatriates’ satisfaction, commitment, and adjustment and these frequently mediate its effect on expatriates’ retention and performance. Research limitations/implications Although only organization-based sources were considered, this review demonstrates that a multidimensional perspective is warranted when examining the effects of social support during IAs. Practical implications This review provides insights into the ways organizations could and should assist (self-initiated) expatriates when aiming for specific outcomes. Originality/value This in-depth examination of social support in the work environment of expatriates combines several theoretical paradigms and investigates multiple criteria of success.