Measures of climate for inclusion and diversity: Review and summary

Park, Sohee; Park, Sunyoung; Shryack, Jessica

doi:10.1002/hrdq.21493

Cited by 9 publications

(6 citation statements)

References 53 publications

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“…Even police officers in law enforcement roles identified that building trust and connections were key to building inclusiveness. This paper's conceptualization of the climates of diversity and inclusivity is different from other studies which highlight dimensions such as group involvement, the ability to influence decisions, and access to information and resources (Mor Park et al 2022). Other defined dimensions include equitable employment practices, the integration of differences with regard to working in a non-threatening environment where people can reveal their "true" selves, and inclusion in the decision-making process where employees feel as though their diverse perspectives are valued and sought after (Nishii 2013).…”

Section: Discussionmentioning

confidence: 78%

“…The results in this study provide a different framework for defining an inclusive climate amongst minorities and indigenous people. The concepts relied upon openended interviews and inductive processes that concerned defining concepts and measures that reflected contexts, rather than deductive processes, as illustrated in other studies (Nishii 2013;Park et al 2022). In this study, possible concepts and measures that could define inclusiveness for minorities and Indigenous people are as follows: (i) leadership practices supporting inclusiveness within the organization; (ii) leadership engaging in the community and becoming community-centered; (iii) multicultural practices as a foundation for defining diversity; and (iv) relational practices engaging with and involving staff.…”

Section: Discussionmentioning

confidence: 99%

“…Diversity and inclusion are terms which are often used interchangeably; however, their meanings are different (Shore et al 2011). A recent systematic review of studies focusing on diversity and inclusion scales suggests that there are range of factors or dimensions that define inclusion and diversity separately, but there are very few studies that focus on both inclusion and diversity (Park et al 2022). The diversity dimensions focus on the fairness of leadership and organizational procedures, whereas the inclusivity dimensions generally focus on being able to express one's uniqueness and the feeling of being valued by a group (Nishii 2013;Jansen et al 2014;Ashikali et al 2020;Pearce and Randel 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

“…In a systematic review focused on understanding the measures and dimensions of inclusion and diversity, Park et al (2022) indicated that nine out of thirteen studies were from the U.S., and the remainder were from the Netherlands. Most of these studies were management and psychology-based, and they were focused on the organizational level; conversely, the inclusive studies were focused on the group level.…”

Section: Recognizing the Importance Of Context When Defining The Clim...mentioning

confidence: 99%

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Defining the Climate for Inclusiveness and Multiculturalism: Linking to Context

Cunningham

2023

Administrative Sciences

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The purpose of this paper is to develop a better understanding of how to define a positive climate for inclusiveness that recognizes the context and social environment of participants. In order to study employees working with Indigenous people and minorities in four organizations, we used a grounded research approach to define what an inclusive environment might look like. The interview questions gathered examples of experiences which employees valued because they felt more included and not excluded from people they worked with. The experiences fell into four categories, as follows: (i) leadership engaged in supporting inclusiveness within the organization; (ii) leadership engaged in seeking inclusiveness within the community; (iii) being involved in multicultural practices within the organization and community; and (iv) participating in initiatives which encourage engagement and involvement. This paper’s conceptualization of a climate of inclusion is different from other studies, possibly because of the unique context in which service organizations are placed, as such organizations typically work with Indigenous people and minorities. Although we are especially mindful of the danger of generalizing our findings without further research, the scope of this paper might provide some direction for future studies of other organizations. We suggest that there is also a need to be open to methods which allow individuals and groups to define a climate of inclusivity that is relevant to their context; this is because context may be essential for recognizing certain groups of people.

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Section: Discussionmentioning

confidence: 78%

Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Recognizing the Importance Of Context When Defining The Clim...mentioning

confidence: 99%

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Defining the Climate for Inclusiveness and Multiculturalism: Linking to Context

Cunningham

2023

Administrative Sciences

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“…In sum, these findings offer support for the relationship between decentralization and important outcomes like DEI. For example, Park et al (2022) recently reviewed and recommended measures pertaining to climates that include DEI. Some of the recommended measures included and emphasized fairness, relationships, and interpersonal interactions.…”

Section: Centralizationmentioning

confidence: 99%

The Structure-Culture Alignment Activity: Aligning Organizational Structure Elements With Diversity, Equity, and Inclusion Cultural Values

Wyland,

Hanson-Rasmussen,

Clark

2023

Journal of Management Education

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The purpose of this article is to present an instructional innovation called the Structure-Culture Alignment Activity, which leads students through the process of aligning cultural values pertaining to diversity, equity, and inclusiveness (DEI) to two important structural elements, formalization and centralization. Using decision making, team cooperation, reflection of preferences, and practice in decision-making skills, students create a part of a strategic plan for a new organization. In this article, we offer detailed instructions, learning objectives, debrief questions, extensions, and variations for the Structure-Culture Alignment Activity. We also offer our suggestions from lived experience in running the Structure-Culture Alignment Activity as well as the findings from our statistical analysis. Our findings contribute to management education literature and suggest that participation in the Structure-Culture Alignment Activity improves knowledge pertaining to structural elements, diversity value attitudes, and attitudes towards aligning organizational structural elements with DEI cultural values in an undergraduate management class.

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Leader inclusiveness and team resilience capacity in multinational teams: The role of organizational diversity climate

Hundschell,

Backmann,

Tian

et al. 2024

J Organ Behavior

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SummaryMultinational teams face numerous challenges arising from pressures in the global business environment and complexities posed by national diversity within teams. Team resilience capacity has been identified as an important capability for successful performance in challenging work environments, yet little is known about which factors contribute to it in a multinational context. Given that teams are inherently situated within a specific context and shaped by team leaders and the organizational environment, enhancing our understanding of contexts involving multinational teams is crucial for fostering team resilience and performance. Drawing on the conservation of resources theory, we investigate the influence of leader inclusiveness on the resilience capacity of multinational teams and explore how the organizational diversity climate shapes this relationship. Findings from our quantitative, multi‐informant study based on data collected from 111 multinational teams reveal that leader inclusiveness enhances team resilience capacity and that such an effect is stronger when the organizational diversity climate is high. We also highlight that leader inclusiveness improves team performance indirectly via its effect on team resilience capacity, contingent on the organizational diversity climate.

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Measures of climate for inclusion and diversity: Review and summary

Cited by 9 publications

References 53 publications

Defining the Climate for Inclusiveness and Multiculturalism: Linking to Context

Defining the Climate for Inclusiveness and Multiculturalism: Linking to Context

The Structure-Culture Alignment Activity: Aligning Organizational Structure Elements With Diversity, Equity, and Inclusion Cultural Values

Leader inclusiveness and team resilience capacity in multinational teams: The role of organizational diversity climate

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