This study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity climate) on loyal behavior. Using data gathered from a sample of 1,652 managerial employees in 76 work units, we assessed the crosslevel effects of unit-level relationship-and task-related faultline strength and diversity climate on individual-level loyal behavior of managerial employees. We found a negative relationship between gender faultline strength and loyal behavior, and a positive relationship between diversity climate and loyal behavior. In addition, we found that work unit diversity climate moderated the relationships between the strength of gender and function faultlines and loyal behavior; specifically, a supportive diversity climate reduced the negative consequences associated with relationshiprelated faultlines and increased the positive consequences associated with task-related faultlines. The results highlight the value of simultaneously considering faultlines and diversity climate in understanding and managing workforce diversity. ABSTRACTThis study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity climate) on loyal behavior. Using data gathered from a sample of 1,652 managerial employees in 76 work units, we assessed the crosslevel effects of unit-level relationship-and task-related faultline strength and diversity climate on individual-level loyal behavior of managerial employees. We found a negative relationship between gender faultline strength and loyal behavior, and a positive relationship between diversity climate and loyal behavior. In addition, we found that work unit diversity climate moderated the relationships between the strength of gender and function faultlines and loyal behavior; specifically, a supportive diversity climate reduced the negative consequences associated with relationship-related faultlines and increased the positive consequences associated with task-related faultlines. The results highlight the value of simultaneously considering faultlines and diversity climate in understanding and managing workforce diversity.

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This exploratory study examines how expatriate management practices differ with respect to three international management strategies (local, centralised or global) in 27 mature multinational corporations. In particular, this study examines the categories of expatriate assignments, the strategic integration of expatriate assignments into leadership development and the types of human resource practices that firms utilise to manage expatriates. Results indicate that organisations differentially assign expatriates based on the firm's respective international management strategy. Firms with a global management strategy made greater use of developmental expatriates, had a greater number of senior managers with expatriate experience and had a stronger focus on leadership development through expatriation. Firms did not differ with respect to their use of expatriate management practices based on their international management strategy.