The Benefits of Climate for Inclusion for Gender-Diverse Groups

Nishii, Lisa H.

doi:10.5465/amj.2009.0823

Cited by 791 publications

(1,100 citation statements)

References 127 publications

Supporting

Mentioning

951

Contrasting

Unclassified

Order By: Relevance

“…Lisa Nishii's employee survey of work climates in 100 units of a large United States biomedical company, for example, highlights the importance of fostering an open work culture that encourages all employees to freely express their cultural and gender identity on the job. Furthermore, her findings illustrate the benefits of actively encouraging an inclusive approach to decision making, where diverse insights and viewpoints are valued, even when challenging the status quo (11). Through dedicated leadership, these approaches can help reduce interpersonal bias and conflict while increasing employee satisfaction in teamwork.…”

Section: Supportive Institutional Contextsmentioning

confidence: 99%

Gender diversity leads to better science

Nielsen

Alegria

Börjeson

et al. 2017

Proc. Natl. Acad. Sci. U.S.A.

424

295

View full text Add to dashboard Cite

Section: Supportive Institutional Contextsmentioning

confidence: 99%

Gender diversity leads to better science

Nielsen

Alegria

Börjeson

et al. 2017

Proc. Natl. Acad. Sci. U.S.A.

424

295

View full text Add to dashboard Cite

“…Research on the team-level effects of faultlines, which we review below, generally finds that the presence of faultlines inhibits team performance and effectiveness (see Thatcher & Patel, 2011;2012, for meta-analyses). However, the subgroups that are created by faultline splits within a team have different properties, such as different sizes and different informational resources, that create a unique level of interdependence within a given subgroup (Carton & Cummings, 2012;2013). Accordingly, one study found that members of larger subgroups are more likely to exhibit social loafing behavior, especially if they displayed low levels of social competence (Meyer, Schermuly, & Kauffeld, 2016).…”

Section: Subgroup-level Dynamics In Diverse Teamsmentioning

confidence: 99%

“…The largest part of the diversity literature has focused on the group level of analysis, investigating how team-level diversity affects team-level outcomes such as creativity, conflict, and performance (Guillaume et al, in press;Nishii, 2013). Numerous meta-analyses summarizing this stream of research (Bell, Villado, Lukasik, Belau, & Briggs, 2011; Bowers, Pharmer, & Salas, 2000;Horwitz & Horwitz, 2007;Joshi & Roh, 2009;van Dijk, van Engen, & van Knippenberg, 2012) are inconclusive and have failed to identify a main effect of surface-or deep-level diversity.…”

Section: The Team-level Compositional Approach To Team Diversitymentioning

confidence: 99%

“…This relatively new field of research is based on subgroup theory (Carton & Cummings, 2012), which proposes that a team can be split into subgroups based on faultlines, hypothetical dividing lines splitting a team into relatively homogeneous subgroups based on multiple member attributes (Lau & Murnighan, 1998Meyer & Glenz, 2013 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 10 2011; 2012, for meta-analyses). However, the subgroups that are created by faultline splits within a team have different properties, such as different sizes and different informational resources, that create a unique level of interdependence within a given subgroup (Carton & Cummings, 2012;2013). Accordingly, one study found that members of larger subgroups are more likely to exhibit social loafing behavior, especially if they displayed low levels of social competence (Meyer, Schermuly, & Kauffeld, 2016).…”

mentioning

confidence: 99%

See 1 more Smart Citation

Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping Literatures

Dijk

Meyer

Engen

et al. 2017

ANNALS

114

142

View full text Add to dashboard Cite

Research on the consequences of diversity in teams continues to produce inconsistent results.We review the recent developments in diversity research and identify two shortcomings. First, an understanding of the microdynamics affecting processes and outcomes in diverse teams is lacking. Second, diversity research has tended to treat different social categories as equivalent and thus not considered how members' experiences may be affected by their social category membership. We address these shortcomings by reviewing research on stereotypes, which indicates that stereotypes initiate reinforcing microdynamics among (a) attributions of a target team member's warmth and competence, (b) perceiving members' behavior towards the target team member, and (c) the target team member's behavior. Our review suggests that perceivers' impression formation motivation is the key determinant of the extent to which perceivers continue to treat a target based on categorization. Based on our review, we provide an integrative perspective and corresponding model that outlines these microdynamics of diversity and stereotyping in teams and indicates how stereotyping can benefit as well as harm team functioning. We discuss how this integrative perspective on the microdynamics of diversity and stereotyping in teams relates to the social categorization and the information/decision-making perspective, set a research agenda, and discuss the managerial implications. KeywordsDiversity; Teams; Stereotypes; Microdynamics; Performance 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 2 Page 2 of 101 Academy of Management Annals Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping LiteraturesGlobalization, demographic changes, and the increased use of teams in contemporary organizations have created a surge in research on the consequences of different team members working together . The many recent meta-analyses on the consequences of team diversity signify the considerable amount of attention that has gone to this field of study (e.g., Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011;Horwitz & Horwitz, 2007;Joshi & Roh, 2009;van Dijk, van Engen, & van Knippenberg, 2012). For the past two decades, diversity research has mainly relied on a dual theoretical approach where the social categorization and the information/decision-making perspectives inform answers to the questions why and how diversity affects team performance (Milliken & Martins, 1996; van Knippenberg, De Dreu, & Homan, 2004;Williams & O'reilly, 1998). There is much that we have learned from these perspectives, but despite the fact that theories have been advanced and research models have become more sophisticated, so far the main conclusion that has been drawn is that research on the relationship between team diversity and team performance is inconclus...

show abstract

“…Our deductive development approach helped us ensure content validity, as we created items that reflected our construct definitions (Nishii, 2012). We developed 29 items, and then checked content validity using a panel of experts.…”

Section: Study 1 Item Generation Exploratory Factor Analysis and Itementioning

confidence: 99%