Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

Konrad, Alison M.; Yang, Yang; Maurer, Cara C.

doi:10.1002/hrm.21713

Cited by 75 publications

(98 citation statements)

References 109 publications

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“…Organizational-level antecedents that have relevance include the strategic goals of the business, the extent of internationalization (Way & Johnson, 2005), the integration of HRM practices with business strategy (Konrad et al, 2015), and the presence of a diversity or training expert (Kalev et al, 2006). The presence of HRD or training experts helps to make the case for diversity and ensure its effective implementation.…”

Section: Antecedents Of Diversity-training Outcomesmentioning

confidence: 99%

Diversity Training Programme Outcomes: A Systematic Review

Alhejji

Garavan

Carbery

et al. 2015

Human Resource Dev Quarterly

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This article analyzes the scholarship on diversity‐training outcomes utilizing a systematic literature review (SLR) and provide insights for future research. The article advances our understanding of diversity‐training outcomes through the integration of three perspectives: the business case, learning, and social justice perspectives. The SLR revealed: (a) a literature that is fragmented and diverse in terms of publication outlets; (b) researchers conduct diversity‐training outcomes research in a diverse range or organizations, sectors, cultural and training contexts; (c) studies primarily reflect the business case or learning perspectives; and (d) existing studies have significant methodological limitations. We argue the need for future research to adopt multiple perspectives ensure better cross‐fertilization of perspectives and make use of more sophisticated methodologies.

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Section: Antecedents Of Diversity-training Outcomesmentioning

confidence: 99%

Diversity Training Programme Outcomes: A Systematic Review

Alhejji

Garavan

Carbery

et al. 2015

Human Resource Dev Quarterly

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“…Finally, while prior empirical studies have considered varying determinants of firms engaging in diversity management (e.g., Edelman, ; Kelly & Dobbin, ; Konrad, Yang, & Maurer, ), there is nascent research that focuses on role of boards of directors (e.g., Cook & Glass, ). This study expands our understanding of boards of directors for diversity management by emphasizing board HR expertise.…”

Section: Discussionmentioning

confidence: 99%

HR on board! The implications of human resource expertise on boards of directors for diversity management

Mullins

2018

Human Resource Management

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While prior board of director studies have considered the role of director occupational expertise in areas such as law and finance on the strategic actions of the firm, little consideration has been given to understanding the value that human resource expertise on boards of directors, or board HR expertise, can provide. Drawing upon agency and resource dependence theories, this study investigates the relationship between board HR expertise and the extent to which firms engage in diversity management. Furthermore, the moderating role of two organizational context factors—capital intensity and firm age—are considered, as these can highlight the degree to which firms strategically depend upon human capital. With a sample of 423 U.S. firms listed on the S&P 500 from 2002 to 2006, the findings indicate that firms with board HR expertise have stronger diversity management in comparison to firms lacking board HR expertise. Moreover, the positive effects of board HR expertise on diversity management decreases when firms’ capital intensity or age rises. This highlights the value that HR practitioners can provide in serving on boards of directors, and suggests that the magnitude of board HR experts’ influence hinges upon the firm's level of strategic dependence on human capital.

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“…Thus, the onus is on organizations to develop HR policies and practices that encourage cross-border, inter-unit and cross-functional coordination of resources, knowledge, skills, information and people, networking, and horizontal cooperation (Schweiger et al, 2003), by creating a culture that encourages, rewards, supports and legitimizes global teamwork. At the same time, as global organizations develop more effective HR policies and practices, such as global diversity management, they will tend to develop more effective global teams (Konrad, Yang, & Maurer, 2016;Nishii & Özbilgin, 2007).…”

Section: Global Teams Assist In Creating a Positive Climate Of Diversitymentioning

confidence: 99%

The benefits of global teams for international organizations: HR implications

Mockaitis

Zander

Cieri

2018

The International Journal of Human Resource Management

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In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the 'human' and less on the 'resources' aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.

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Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

Cited by 75 publications

References 109 publications

Diversity Training Programme Outcomes: A Systematic Review

Diversity Training Programme Outcomes: A Systematic Review

HR on board! The implications of human resource expertise on boards of directors for diversity management

The benefits of global teams for international organizations: HR implications

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