Exploring the performance effects of visible attribute diversity: the moderating role of span of control and organizational life cycle

Richard, Orlando C.; Ford, David; Ismail, Kiran M.

doi:10.1080/09585190601000246

Cited by 70 publications

(45 citation statements)

References 63 publications

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“…Findings also indicated that DEM practices enhanced the positive effects of gender diversity on constructive processes in teams. Subsequent research has documented positive effects of three types of DEM practices, specifically: (1) positive diversity climate or mind‐set (McKay et al, ; van Knippenberg, van Ginkel, & Homan, ), (2) structures that create inclusiveness in decision making (Dwyer, Richard, & Chadwick, ; Richard, Ford, & Ismail, ; Richard, Kirby, & Chadwick, ), and (3) strategies that focus the firm on innovation (Dwyer et al, ; Richard et al, ; Richard, McMillan, Chadwick, & Dwyer, ). These findings indicate that an effective DEMS combines voice opportunities for members of a diverse workforce with a mind‐set that values diversity.…”

Section: Performance Effects Of Diversity Managementmentioning

confidence: 99%

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

Konrad¹,

Yang

Maurer³

2015

Hum Resour Manage

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This study examines the development and impact of diversity and equality management systems (DEMS). A national sample of human resource managers from 155 Canadian firms responded to surveys about their firm's diversity and equality management (DEM) practices. Cluster analysis and latent class modeling identified three distinct approaches to DEM: classical disparity DEMS showing limited development of DEM‐related practices, institutional DEMS involving complex selection mechanisms and monitoring of employment statistics, and configurational DEMS linking diversity to business strategy. Hypothesis‐testing analyses indicated that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff. Only configurational DEMS was predicted by inclusion of HRM in developing business strategy. Configurational DEMS positively predicted the employment of workers with disabilities and members of visible minority groups as well as ROA. These findings support the proposition based on strategic human resource management (SHRM) theory that DEM practices should be considered as bundles and that vertical linkage to strategy is important for DEM effectiveness. As such, SHRM theory explains how managers can structure strategic responses to institutional pressures that go beyond requirements to achieve strategic goals. © 2015 Wiley Periodicals, Inc.

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Section: Performance Effects Of Diversity Managementmentioning

confidence: 99%

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

Konrad¹,

Yang

Maurer³

2015

Hum Resour Manage

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“…Interest has extended beyond top management to the effects of visible, firm‐wide diversity (e.g., racial composition of the work force) on organizational performance (e.g., Cunningham, ; Richard, ). One research thrust has focused on how different organizational factors influence the diversity‐performance link, such as the level of firm innovativeness and risk‐taking (Richard et al ., , ), the type of organizational structuring (managerial span of control) (Richard, Ford, and Ismail, ), growth versus downsizing strategies (Dwyer, Richard, and Chadwick, ; Richard, ), and organizational culture (Dwyer et al ., ; Richard, Kirby, and Chadwick, ).…”

Section: Introductionmentioning

confidence: 99%

Context matters: Diversity's short‐ and long‐term effects in fortune's “best companies to work for”

Julian

Ofori‐Dankwa

2016

Strategic Management Journal

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Research summary: Previous research has examined the racial diversity‐productivity relationship in corporations with an evident high commitment to minority programs, Fortune's “Best Companies for Minorities.” To assess generalizability, we replicate this research using a different context of high organizational‐employee value congruence, Fortune's “Best Companies to Work For.” We are not able to find evidence for the curvilinear relationships previously found, but do uncover a linear negative relationship between racial diversity and short‐run performance. Managerial summary: Using Fortune's “Best Companies for Minorities,” previous research found that racial diversity affected both firm productivity and Tobin's q. To see if we could find these results in a different group of firms, we replicate this research using a sample drawn from Fortune's “Best Companies to Work For.” The former sample is distinguished by high commitment to minority programs, while the one used here stresses high congruence of values between the organization and all its employees. We are unable to replicate the relationships previously found, however, but do find that increasing racial diversity had a negative effect on firm productivity. Copyright © 2016 John Wiley & Sons, Ltd.

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“…This is because diversity may allow for an understanding of various groups (Cox 1994) and may secure financial resources and customer acceptance for products and services (Jawahar and McLaughlin 2001). Conversely, with increased diversity, relatively mature organizations may suffer because rules, processes and stability that these organizations have in place mean that flexibility and innovation that can be realized from diversity are not required or leveraged (Richard et al 2006). Thus, Richard et al found that while organizations in earlier stages benefited from more diversity, organizations in later stages experienced no performance benefits and even performance losses with greater diversity.…”

Section: Organizational Age and Engagement With Disabilitymentioning

confidence: 97%

“…Age may also determine institutional pressures and responses to those pressures. For example, Richard, Ford and Ismail (2006) explain that younger firms at the start-up or the growth stage may benefit from and therefore seek a diverse employee base. This is because diversity may allow for an understanding of various groups (Cox 1994) and may secure financial resources and customer acceptance for products and services (Jawahar and McLaughlin 2001).…”

Section: Organizational Age and Engagement With Disabilitymentioning

confidence: 98%

Engagement with disability: analysis of annual reports of Indian organizations

Kulkarni

Rodrigues

2013

The International Journal of Human Resource Management

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Exploring the performance effects of visible attribute diversity: the moderating role of span of control and organizational life cycle

Cited by 70 publications

References 63 publications

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

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

Context matters: Diversity's short‐ and long‐term effects in fortune's “best companies to work for”

Engagement with disability: analysis of annual reports of Indian organizations

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