A relational demography model of workgroup identification: testing the effects of race, race dissimilarity, racial identification, and communication behavior

Stewart, Marcus M.; Garcia‐Prieto, Patricia

doi:10.1002/job.523

Cited by 29 publications

(41 citation statements)

References 74 publications

(88 reference statements)

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“…The underlying rationale is that individuals tend to form close association and network ties with others that are demographically similar to them; a phenomenon which researchers label 'social homophily' (see Mouw, 2006;Stewart and Garcia-Prieto, 2008), and which commonly results in the direct or indirect exclusion of demographically dissimilar work colleagues (see Avery et al, 2008).…”

Section: Discrimination and Disadvantage Of Bme Groupsmentioning

confidence: 99%

Ethnic gatekeeping on the shopfloor: a study of bases, motives and approaches

Harris

Ogbonna

2015

Work, Employment and Society

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Recent contributions on the discrimination of black and minority ethnic (BME) groups in organizations have suggested that overt forms of discrimination are now 'old-fashioned' and researchers are urged to focus on identifying different, 'modern' forms of discrimination. These are, however, set against studies that continue to report evidence of overt racism in organizations. This article argues that it may be premature and potentially counterproductive to celebrate the demise of overt discrimination in that such binary classification ('old-fashioned' and 'modern') may discourage efforts to investigate the full gamut of experiences of BME groups. The article contends that additional insights will be gained by concurrently studying not only the victims and the perpetrators of discrimination but also the organizational context in which discrimination occurs. Through the theoretical lens of gatekeeping, the article presents evidence of shopfloor discrimination against BME groups that is neither fully overt nor entirely covert.

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Section: Discrimination and Disadvantage Of Bme Groupsmentioning

confidence: 99%

Ethnic gatekeeping on the shopfloor: a study of bases, motives and approaches

Harris

Ogbonna

2015

Work, Employment and Society

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“…Avey et al (), in fact, found that the effects of dyadic similarity were stronger for African Americans. However, other studies found significant relationships between racial dissimilarity and unfavourable outcomes for Caucasian employees, but mostly nonsignificant effects for African Americans and other minority employees (e.g., Chattopadhyay, ; Mueller, Finley, Iverson, & Price ; Riordan & Shore, ; Stewart & Garcia‐Prieto, ; Tsui, Egan, & O'Reilly, ). These findings suggest that relational demography researchers must take into account nonsymmetrical effects.…”

Section: Perceived Discriminationmentioning

confidence: 99%

Relational Demography in Supervisor‐Subordinate Dyads: An Examination of Discrimination and Exclusionary Treatment

Schaffer

Riordan

2013

Can J Adm Sci

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This study examines the link between supervisor‐subordinate dissimilarity and associated perceptions of discrimination and exclusionary treatment. Using a sample of 1,059 employees from a large Southeastern insurance company, we examined age, race, and gender dissimilarity as predictors of perceived discrimination, supervisory support, and leader‐member exchange. In addition, we examined supervisor liking/attraction and status of affiliation with supervisor as intervening variables. Race dissimilarity related positively to perceptions of discrimination and exclusionary treatment, mediated by both supervisor liking and status. Effects for age and gender dissimilarity were nonsignificant. We discuss the importance of these findings for understanding and managing dyadic relationships at work. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.

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“…It can also act as a signal to underlying differences, creating an expectation that group members will disagree and lessening the impact of that disagreement when it occurs (Rink & Ellemers, 2007a). This can lead group members who have a strong racial identity, for example, to exhibit more active communication behaviour during initial interactions with diverse groups in order to avoid potential misunderstandings (Stewart & Garcia-Prieto, 2008). …”

Section: Problems Coordinating Information In Groups With Deep-level mentioning

confidence: 99%

A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance

Srikanth

Harvey

Peterson

2016

The Academy of Management Annals

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A dynamic perspective on diverse teams: moving from the dual-process model to a dynamic coordination-based model of diverse team performance. Academy of Management ABSTRACTThe existing literature on diverse teams suggests that diversity is both helpful to teams in making more information available and encouraging creativity and damaging to teams in reducing cohesion and information sharing. Thus the extant literature suggests that diversity within teams is a double-edged sword that leads to both positive and negative effects simultaneously. This literature has not, however, fully embraced the increasing calls in the broader groups literature to take account of time in understanding how groups function (e.g., Cronin, Weingart, & Todorova, 2011). We review the literature on diverse teams employing this lens to develop a dynamic perspective that takes account of the timing and flow of diversity's effects. Our review suggests that diversity in groups has different short-term and long-term effects in ways that are not fully captured by the dominant double-edged sword metaphor. We identify an emerging perspective that suggests a tropical depression metaphor-that has the potential, over time, to develop either into a dangerous hurricane or diffuse into a rainstorm that gives way to sunshine, as more apt to capture the dynamic effects of diversity in teams. We conclude by outlining an agenda for redirecting future research on diverse teams using this more dynamic perspective. A Dynamic Perspective on Diverse Teams 3 A DYNAMIC PERSPECTIVE ON DIVERSE TEAMS: MOVING FROM THE DUAL-PROCESS MODEL TO A DYNAMIC COORDINATION-BASED MODEL OF DIVERSE TEAM PERFORMANCEWhy do some diverse teams outperform homogenous teams, while others severely underperform? At some point in the not-so-distant past that question may have provided an interesting thought experiment, but in an era of globalization and increased worker mobility it has moved to everyday reality for managers. Scholars have responded to this changed reality with an explosion of research on group diversity of all types and have generated significant insight into the drivers of diverse group performance (see Guzzo & Dickson, 1996;Harrison & Klein, 2007;Joshi & Roh, 2009;van Knippenberg & Schippers, 2007;Williams & O'Reilly, 1998). The metaphor that has emerged from the literature on diverse groups and teams is one of a "double-edged sword" (Milliken & Martins, 1996) whereby diversity leads simultaneously to informational advantage and to potential for creativity, as well as to reduced cohesion and poor information exchange. In line with recent calls for better understanding team dynamics over time (Cronin, Weingart and Todorova, 2011), in this paper, we review the literature on team diversity through a more dynamic, temporal lens to explain how diversity influences team performance.Our review reveals a different emergent metaphor that takes account of time in understanding why diverse teams produce diverse outcomes to replace the historic dual-process model.By "diverse team" w...

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A relational demography model of workgroup identification: testing the effects of race, race dissimilarity, racial identification, and communication behavior

Cited by 29 publications

References 74 publications

Ethnic gatekeeping on the shopfloor: a study of bases, motives and approaches

Ethnic gatekeeping on the shopfloor: a study of bases, motives and approaches

Relational Demography in Supervisor‐Subordinate Dyads: An Examination of Discrimination and Exclusionary Treatment

A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance

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