Managing the Organizational Melting Pot: Dilemmas of Workplace Diversity 1997
DOI: 10.4135/9781452225807.n1
|View full text |Cite
|
Sign up to set email alerts
|

From Showcase to Shadow: Understanding the Dilemmas of Managing Workplace Diversity

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

2
111
0

Year Published

2009
2009
2013
2013

Publication Types

Select...
7

Relationship

3
4

Authors

Journals

citations
Cited by 123 publications
(113 citation statements)
references
References 0 publications
2
111
0
Order By: Relevance
“…One significant challenge to labour market access by immigrants is language barriers (Mills & Prasad, 1997;Syed & Murray, 2009). By denying access to social services such as language classes, Bill 94 serves to put Muslim women at risk of "missing various social and economic opportunities" (Choudhury, 2012, p. 15).…”
Section: Discussionmentioning
confidence: 99%
See 3 more Smart Citations
“…One significant challenge to labour market access by immigrants is language barriers (Mills & Prasad, 1997;Syed & Murray, 2009). By denying access to social services such as language classes, Bill 94 serves to put Muslim women at risk of "missing various social and economic opportunities" (Choudhury, 2012, p. 15).…”
Section: Discussionmentioning
confidence: 99%
“…Another development seemingly placing further complexity in the debates is the increasing 'white backlash' (Prasad & Mills, 1997;Prasad, 1997). 'White rage' and the polarization of cultural differences (Prasad & Mills, 1997) can be an outcome of compression in constituencies such as Quebec.…”
Section: The Reasonable Accommodation Controversy-2007-2008mentioning
confidence: 99%
See 2 more Smart Citations
“…Embedded intergroup theory argued that societal differences in power, status, and resources are reflected in organizational processes, group dynamics, and interpersonal interactions, privileging whites at the expense of employees of color (Alderfer et al, 1980;Alderfer & Smith, 1982). This has been echoed by many others (e.g., Linnehan & Konrad, 1999;Nkomo, 1992;Prasad & Mills, 1997;Ragins, 1997;Ridgeway & Berger, 1986;Thomas, 1989). However, this perspective has largely been absent from the empirical research on racially diverse teams (see, e.g., Chatman et al, 1998;Gibson & Vermeulen, 2003;Harrison, Price, & Bell, 1998;Jehn, Northcraft, & Neale, 1999;Pelled et al, 1999;Riordan & Shore, 1997).…”
Section: Power Imbalances and Their Effect On Psychological Safetymentioning
confidence: 92%