Examining the Contours of Workplace Diversity: Concepts, Contexts and Challenges

Prasad, Pushkala; Konrad, Alison M.; Pringle, Judith K.

doi:10.4135/9781848608092.n1

Cited by 113 publications

(110 citation statements)

References 47 publications

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“…"alignment," and "misalignment" have been used elsewhere in identity management and diversity literatures (e.g., Ferdman & Roberts, 2013;Prasad, Pringle, & Konrad, 2006;Roberts, 2013), we view our theorizing as distinguishable from and complementary to that theorizing. Namely, our central focus is on the quality of a manager-subordinate relationship as the primary outcome (cf., Kreiner, Hollensbe, & Sheep, 2006;Ramarajan & Reid, 2013).…”

Section: The Effect Of Managing a Subordinate's Multiple Identities Omentioning

confidence: 99%

Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship

Creary

Caza

Roberts

2015

AMR

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Positive manager-subordinate relationships are invaluable to organizations because they enable positive employee attitudes, citizenship behaviors, task performance, and more effective organizations. Yet extant theory provides a limited perspective on the factors that create these types of relationships. We highlight the important role subordinates also play in affecting the resource pool and propose that a subordinate's multiple identities can provide him or her with access to knowledge and social capital resources that can be utilized for work-based tasks and activities. A manager and a subordinate may prefer similar or different strategies for managing the subordinate's multiple identities, however, which can affect resource utilization and the quality of the manager-subordinate relationship. Our variance model summarizes our predictions about the effect of managers' and subordinates' strategy choices on the quality of manager-subordinate relationships. In doing so we integrate three divergent relational theories (leader-member exchange theory, relational-cultural theory, and a positive organizational scholarship perspective on positive relationships at work) and offer new insights on the quality of manager-subordinate relationships. KeywordsIdentity, diversity, resources, relationships, leader-member exchange, relational cultural theory, positive organizational scholarship Disciplines Management Sciences and Quantitative Methods CommentsAt the time of publication, author Stephanie J. Creary was affiliated with Cornell University. Currently, she is a faculty member at the University of Pennsylvania. Antioch University E-mail: lroberts3@antioch.edu 1 We would like to thank our action editor, Christine Quinn Trank, and our three anonymous reviewers for their feedback and support. We appreciate the feedback we received from audiences at the CGO at Simmons School of Management, the GRO seminar group at Harvard Business School, the Work, Identity and Meaning group at the Boston College Carroll School of Management, the 2012 Positive Relationships at Work Microcommunity research meeting, and the 2013 Academy of Management meeting. Special thanks to Rachel Arnett, Stacy Blake-Beard, Hannah Riley Bowles, Boram Do, Jane Dutton, Robin Ely, Joyce Fletcher, Oscar Holmes IV, Tsedal Neeley, Michael Pratt, Lakshmi Ramarajan, and Andrea Tunarosa for their support. We are grateful to the GDO Division for awarding an earlier version of this paper the Division's Best Student Paper at the 2013 Academy of Management meeting. 2 OUT OF THE BOX? HOW MANAGING A SUBORDINATE'S MULTIPLE IDENTITIES AFFECTS THE QUALITY OF A MANAGER-SUBORDINATE RELATIONSHIP ABSTRACT:Positive manager-subordinate relationships are invaluable to organizations because they enable positive employee attitudes, citizenship behaviors, task performance, and more effective organizations. Yet, extant theory provides a limited perspective on the factors that create these types of relationships. In this paper, we highlight the important role that subordinates al...

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Section: The Effect Of Managing a Subordinate's Multiple Identities Omentioning

confidence: 99%

Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship

Creary

Caza

Roberts

2015

AMR

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“…Such findings suggest that the salience of particular social relations and of definitions of diversity is contextual. Some organizations may, therefore, be more favorable toward white women managers while others are more welcoming to male ethnic minorities (Prasad et al 2006). Consequently, the salience of constructions of various social relations within an organization may vary.…”

Section: Managerial Practices Of Diversity and Homogeneitymentioning

confidence: 99%

“…of social diversity, that is, their homogeneity, due to the underrepresentation of social groups such as women and ethnic and sexual minorities (see, for example, Zandvliet 2002, Wirth 2004, OSA 2005, Lopez-Claros and Sahidi 2010, Netherlands 2010. We assume, therefore, that social diversity is not a neutral or natural fact but a discourse that is informed by a constellation of social relations of power such as gender, ethnicity, and sexuality that constitute organizational members (Zanoni and Janssens 2003, Janssens and Zanoni 2005, Prasad et al 2006. In this paper, we explore the relationship between managerial understandings of diversity and of these three social relations of power.…”

Section: Managerial Practices Of Diversity and Homogeneitymentioning

confidence: 99%

“…In summary then, the answers to questions about diversity suggested that these managers drew on what has been called the business case for diversity to indicate they valued individual and group difference (Prasad et al 2006). They assumed that the presence of women and ethnic and sexual minorities added value to their organization.…”

Section: Added Value Of Discriminatory Experiencesmentioning

confidence: 99%

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Discursive managerial practices of diversity and homogeneity

Knoppers

Claringbould

Dortants

2013

Journal of Gender Studies

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“…(Thomas and Ely, 1996). In order to reap the benefit of diverse perspectives, some scholars suggest that organizations provide plenty of opportunities for employees to reflect, respect, value, and communicate different perspectives with each other during business activities (Ferdman and Davidson, 2002;Mor Barak and Cherin, 1998;Prasad, Pringle, and Konrad, 2006). Ely and Thomas' (2001) approach to diversity learning is important as it promotes organization-wide learning between minority group members (who often hold lower hierarchical status) and majority group members (who often hold higher hierarchical status) to exchange their perspectives for a common purpose at the organizational level.…”

Section: Organizational Diversity Learning Frameworkmentioning

confidence: 99%

Organizational diversity learning framework: going beyond diversity training programs

Fujimoto

Härtel

2017

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To overcome the shortcomings of diversity training programs, this paper conceptualizes an organizational diversity-learning framework, which features an organizational structural intervention for employees' joint decision-making process with other employees from different statuses and roles. By integrating diversity learning, deliberative democracy theories, and organizational diversity integration and learning perspectives, we make a theoretical and practical contribution to employees' behavioral, cognitive, and attitudinal diversity in learning to work more effectively with different employees. We conclude with directions for future research.

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Examining the Contours of Workplace Diversity: Concepts, Contexts and Challenges

Cited by 113 publications

References 47 publications

Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship

Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship

Discursive managerial practices of diversity and homogeneity

Organizational diversity learning framework: going beyond diversity training programs

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