Diversity in the high-tech workplace: diversity and performance in R&amp;D

DiTomaso, Nancy; Farris, George F.

doi:10.1109/6.254039

Cited by 21 publications

(4 citation statements)

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“…We controlled for a number of demographic characteristics, which can potentially affect the results of our study: gender, age, organizational tenure, and type of organization. First, we controlled for gender, which has been shown to be associated with workplace innovation (DiTomaso & Farris, 1992;Janssen, 2000). Second, we controlled for age and organizational tenure, as they reflect individual knowledge and expertise, both of which influence innovative processes (Bantel & Jackson, 1989;Ng & Feldman, 2013;Zahra, 2005).…”

Section: Control Variablesmentioning

confidence: 99%

Individual and contextual determinants of innovative work behaviour: Proactive goal generation matters

Montani

Odoardi

Battistelli

2014

J Occupat & Organ Psyc

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This study examines the extent to which proactive goal generation is a self‐regulatory mechanism that explains how individual and contextual factors influence employee innovative work behaviour. Specifically, it is proposed that learning goal orientation (LGO), psychological climate for innovation, and task variety positively and indirectly influence innovative behaviour via proactive goal generation activities, namely envisioning and planning. Additionally, LGO is expected to positively moderate the planning–innovation link. Based on data collected at two points in time on a sample of 107 employees from 12 small Italian enterprises, we found that envisioning and planning mediated the positive impact of LGO, psychological climate for innovation, and task variety on innovative behaviour. Furthermore, the relationship between planning and innovative behaviour was stronger when LGO was higher. Theoretical and managerial implications of these findings are discussed. Practitioner points Individual engagement in proactive goal‐regulatory activities is an important driver of workplace innovative behaviour. It is hence worthwhile for managers to provide employees with practical tools and guidelines to develop their proactive goal‐setting and goal‐planning skills. Learning goal orientation, psychological climate for innovation, and task variety indirectly shape innovative work behaviour by affecting envisioning and planning processes. In order to increase employees' motivation to engage in proactive goal generation tasks, managers should thus promote the development of a change‐oriented work environment, ensure an adequate amount of variety in the execution of work activities, and retain and develop a learning‐oriented workforce. Learning goal orientation is a boundary condition associated with planning's effects on innovative behaviour. Managers should hence emphasize skill development and the use of flexible approaches in the execution of plans and tasks.

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Section: Control Variablesmentioning

confidence: 99%

Individual and contextual determinants of innovative work behaviour: Proactive goal generation matters

Montani

Odoardi

Battistelli

2014

J Occupat & Organ Psyc

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“…Again, the stereotype here is that, ceteris paribus, men are more open to new ideas than women. To start with, women tend to rate themselves lower than men on innovative attitudes, as studies in the private sector have traditionally indicated (DiTomaso & Farris, 1992). Similarly, the pioneering study on gender differences in the public sector by Burns (1978) found differences in terms of professional ambition among 590 municipal administrators.…”

Section: Theorymentioning

confidence: 99%

The prudent entrepreneurs: women and public sector innovation

Lapuente

Suzuki

2020

Journal of European Public Policy

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Despite the large literature on gender differences in politics, there have been relatively few empirical studies testing the effects of gender in public administration. This paper examines how male and female public managers show attitudinal differences toward innovation in the public sector. We hypothesize that male and female managers differ in three aspects. Firstly, female managers are more result-oriented than rule-following, and more oriented toward societal interests. Secondly, female public managers are more open to new ideas and creativity, and more willing to challenge the status quo. Yet, thirdly, female leaders are less eager to take risks when would-be innovations may put their organizations in peril. Thus, we argue that female managers are more prudent and entrepreneurial than their male counterparts. We test these hypotheses using a data set of 5,909 senior public managers from 20 European countries. The results of multilevel model analysis find statistically significant gender differences in attitudes toward innovation. Despite the small size of gender impacts, our findings challenge prevailing stereotypes on women's entrepreneurial attitudes.

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“…ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 7 Number 4 (June) http://doi.org/10.9770/jesi.2020.7.4(35) because of their socio-economic status (Adhikari et al 2014;DiTomaso and Farris 1992;Liu 2016;Conrad 2006;Gatchair 2013;Marcus). It indicates that the model is successful in depicting the true characteristics of market participants.…”

Section: Entrepreneurship and Sustainability Issuesmentioning

confidence: 99%

“…African-American-owned enterprises and innovations are underrepresented in the high-tech industry as compared to their counterparts (Adhikari et al 2014;DiTomaso and Farris 1992;Liu 2016;Conrad 2006;Gatchair 2013;Marcus). High-tech enterprises fuel the economy and enable economic growth (Fallah, Partridge, and Rickman 2013;Linden, Dedrick, and Kraemer 2011;Mohr, Sengupta, and Slater 2009).…”

Section: Introductionmentioning

confidence: 99%

Innovation in African-American high-tech enterprises: a multi-agent approach

London¹,

Sheikh²

2020

JESI

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African-American-owned high-tech enterprises and innovations are underrepresented in industry in comparison to non-African-American-owned ones. Various complex and intertwined socio-economic factors hinder the innovation capability of African-Americanowned high-tech enterprises leading to underrepresentation of these businesses. Understanding the causal relationship between firm's interactions with internal and external entities and its ability to innovate can foster the efforts of a high-tech enterprise in increasing and sustaining innovation capabilities. Agent-based modeling (ABM) emerges as one of the popular approaches to the study of complex sociotechnological systems. Characterizing the organizational behavior of African-American-owned high-tech enterprises through the ABM perspective may provide a better understanding of the drivers, processes, and outcomes of this industry segment. By analyzing interview data among African-American entrepreneurs, this study proposes an ABM framework to represent and analyze the innovation capabilities of African-American-owned technology enterprises in comparison to other types of ownership. The ABM model illustrates the key involved agents, their attributes, actions, and the complex interactions amongst them. Simulation results indicate that African American population is underrepresented in the high-tech industry due to two significant factors of social and economic standings implying that the simulation trajectory is in the right direction. Model calibration, verification using real data and implementation plans related to policy development discussions and factors impacting African-American enterprises are also discussed in the study.

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Diversity in the high-tech workplace: diversity and performance in R&D

Cited by 21 publications

References 0 publications

Individual and contextual determinants of innovative work behaviour: Proactive goal generation matters

Individual and contextual determinants of innovative work behaviour: Proactive goal generation matters

The prudent entrepreneurs: women and public sector innovation

Innovation in African-American high-tech enterprises: a multi-agent approach

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