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Due to the dominant use of the singular view of the self-categorization process in the literature, this article seeks to develop a typology, from a dyadic categorization perspective, that describes different types of prejudice and justice in the organization based on one's self-categorization and others' categorization of one's self.

The authors develop a typology by drawing upon social identity, self-categorization and self-consistency theories.

The authors propose the following findings. First, the more an individual self-categorizes as an in-group member regardless of how others categorize the individual, the more likely the individual experiences a particular form of justice. Second, the more an individual self-categorizes as an out-group member regardless of how others categorize the individual, the more likely the individual experiences a particular form of prejudice. Finally, based on the dyadic categorization approach, the authors propose four distinct types of prejudice and justice: communal prejudice, self-induced prejudice, fantasized justice and actualized justice.

The authors advance the literature by providing a dyadic categorization view that helps describe employees' experience of prejudice or justice in the organization. Additionally, this article offers some managerial recommendations that help managers actualize true justice in the organization.

The purpose of this study is to examine categorization leakage from employees in service encounters in terms of indications that the customer has been categorized as either poor or rich. Given that customers perceive themselves as belonging to one of these two categories, leakage can result in perceptions of the categorization as either correct or incorrect, and the specific purpose is to assess the impact of such outcomes on customer satisfaction.

Two between-subjects experiments were used to manipulate service employees’ leakage of categorization clues; the participants were subject to leakage comprising clues that they had been categorized as either poor or rich. The participants’ self-perceived membership in the poor and rich categories was used as a measured factor.

The results indicate that customers are indeed sensitive to how they are categorized in service encounters. More specifically, when categorization in terms of the categories poor and rich was leaked to the customer, being correctly categorized (either as poor or rich) was more satisfying than being incorrectly categorized. In addition, given the valenced charge of these two categories, the results indicate that the category charge per se also influences satisfaction.

The present study adds employee categorization leakage to the existing literature dealing with employee-related factors affecting customer satisfaction in service encounters.

Using social categorization perspective, the purpose of this paper is to explore the effect of global identity, perceived proximity, and team interdependence on relational conflict in multicultural distributed teams.

Participants were 317 MBA students in 83 multicultural distributed project teams. Structural equation modeling and bootstrap methods were used to test the study model.

The results demonstrate that the indirect effect of global identity on relational conflict, through the pathway of perceived proximity, is moderated by team interdependence. More specifically, global identity leads to higher perceived proximity and lower relational conflict levels under low, rather than high, interdependence levels.

The particular study context (multicultural distributed MBA student project teams) may limit the extent of the generalization of the findings.

The findings presented here can help practitioners in global organizations to defuse relational conflicts in multicultural distributed teams by embracing a global cultural approach and relying on shared global identity in team building, personnel selection, and development. Additionally, managers should be conscientious when they use the practice of facilitating interdependence between team members and assess the need for other interventions.

This study advances multicultural distributed team research by highlighting the role of global identity in reducing relational conflict, identifying the mediation mechanism of perceived proximity, and the boundary conditions of team interdependence levels under which this attenuation effect prevails.

The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity and cognitive group diversity) and climates (team/clan and innovative/entrepreneurial) impact IWB.

Data had been collected from a cross-national study of working professionals (n = 584) from five different cultural contexts.

Findings of this study indicated that cognitive group diversity mediated the negative relationship between visible dissimilarity and IWB. Further, both innovative/entrepreneurial and team/clan climates moderated the relationship between visible dissimilarity and cognitive group diversity. Such a moderation effect reduced the negative effect that visible dissimilarity had on IWB.

A cross-sectional single-source data set.

From a managerial perspective, climates (team/clan and innovative/entrepreneurial) are central for IWB in the diverse (visible and cognitive) working environment. Thus, organizations should pay attention to create a climate (team/clan or/and innovative/entrepreneurial) that reduces the negative impact of perceived diversity in the working environment while supporting IWB.

This study is the first of its kind that is based on social categorization theory, empirically examining how different types of diversity (visible dissimilarity and cognitive group diversity) simultaneously reduce individuals’ IWB. Furthermore, this paper provides insights that climates (team/clan and innovative/entrepreneurial) are crucial for IWB in the diverse working environment.

Besides diversity's positive effects, groups of “we” against “them” may form in accordance with social categorization theory, showing diversity's negative consequences. The authors aim to reconcile these results and examine their boundary conditions.

The authors studied 584 working professionals from five contexts (transnational companies dealing with multicultural interactions) and analyzed data using moderated-mediation procedures.

A leader-promoting diversity climate plays a crucial role in moderating the negative relationship between perceived dissimilarity and group identification, which is mediated by value dissimilarity.

This study mainly contributes by treating dissimilarity as a multicomponent construct, emphasizing the crucial differences embodied in various conceptualizations of dissimilarity – namely visible and value dissimilarity. For dissimilarity to result in group identification, the results highlight leaders' crucial role, beyond that of organizations and individuals, in stimulating a diversity-embracing climate in work units.

In a multicultural context, this study aims to investigate the effect of ingroup versus outgroup categorization and stereotypes on residents' emotional and behavioral reactions in neighbor‐to‐neighbor conflicts. Based on the literature on the “black sheep effect”, the authors predicted that residents would actually be more irritated by ingroup than outgroup antagonists. Secondly, they predicted that reactions to deviant behavior by an outgroup antagonist would be shaped by the valence of stereotypes about the respective groups.

Residents with either a native‐Dutch or a Turkish background (n=529) completed a questionnaire on outgroup stereotypes, and responded to a conflict situation in which the ethnicity of an antagonist was manipulated between subjects.

Supporting the black sheep effect, results reveal that both native‐Dutch and Turkish residents reported more negative emotions towards an ingroup than an outgroup antagonist. In addition, when confronting an outgroup antagonist, stereotype negativity was related to more negative emotions and intentions for destructive conflict behavior.

The current study demonstrates that residents may actually get irritated more easily by ingroup than outgroup antagonists. Reactions to outgroup antagonists are further moderated by stereotype valence; negative outgroup stereotypes may lead to less tolerance towards outgroup antagonists and higher chances for conflict escalation.

This is the first paper in which evidence for the black sheep effect is obtained in a field study and simultaneously for majority and minority members. In addition, evidence is presented that emotions may mediate the influence of the antagonist's group membership on conflict behavior.

The purpose of this paper is to explore processes of group member evaluation and the interpersonal behavioral consequences of perceived group membership, within the context of a temporary group with evolving members.

Based on data from an autoethnographic study, the author investigates individual socialization into a new group, with a focus on how gender influences interpersonal evaluation processes. The author analyzes the interpersonal organizing behaviors of surf lineups, which are a male-dominated group that is continually socially constructed through changing membership.

Findings support an association between denial of group membership and outcomes including incivility and denial of resources. The author develops a model of dynamic member evaluation, which identifies how group members continuously evaluate proximate individuals at the stage of impending membership, with identified outcomes of those evaluations.

A limitation of this design is that it generalizes organizing processes from a non-traditional setting to more traditional organizations. The model predicts dynamic member evaluation as individuals organize into groups in a shifting environment, with implications for scholarship on intragroup dynamics, incivility, gender and inclusion.

Understanding dynamic member evaluation provides a path for aspiring or new group members to employ signaling behaviors, which can help to prevent incivility and enhance resource availability. Evidence suggests that the proactive act of signaling competence may help to foster inclusion at the stage of impending membership, which is particularly important given how impending member evaluation is subject to bias. Such understanding also raises the awareness of how majority group members can manage their evaluations and refrain from letting judgments of impending members impact interpersonal behaviors, which may prevent incivility.

The findings and resultant model illustrate the process and experience of group inclusion, showing how incivility can manifest and resources can be limited toward impending members who are excluded.

This study contributes to scholarship by introducing dynamic member evaluation, including the content and process of evaluation at the stage of impending membership, how resultant selective incivility can be predicted, and potential contagion effects of such incivility.

The purpose of this paper is to address the still unresolved issue of explaining the mixed diversity effects on team performance found in empirical research. A special focus is on context factors that have remained systematically unexplored with regard to their potential moderating role.

This review thoroughly analyses 30 empirical studies on direct diversity‐performance effects. Information on team context is collected and compared according to diversity type and its relationship with performance. As meta‐analyses and narrative reviews provide contradicting evidence, empirical studies are evaluated in terms of regression results as well as correlation coefficients.

The comparison of regression and correlation results finds contradictions concerning the trend towards positive or negative relationships. Context factors with moderating potential are discovered for some of the tested diversity variables. Reported curvilinear relationships seem to be responsible for non‐significant outcomes of linear analyses.

This review is limited as it only includes studies on direct relationships of diversity and performance whereas work on the link of diversity and team processes is not considered. Empirical diversity studies in the future should include more detailed information on context factors, especially descriptive data of the sample population. New research in this field should furthermore test whether non‐linear relationships exist as they might be the cause for non‐significant linear relationships.

This paper provides valuable insights for researchers investigating the impact of diversity on team performance as it highlights the importance of descriptive context information and potential moderating variables.

Literature highlights diversity to facilitate cognitive outcomes; nevertheless, there is limited scholarly attention on affective diversity effects. The purpose of this paper is to examine the impact of perceived diversity on employee well-being (EWB) and contend different types of diversity to yield differential impact. Further, the authors explore how nature of employee work can moderate these relationships.

With 311 full-time employees representing large manufacturing organizations in India, the authors test the hypothesized relationships using PROCESS macro.

Results indicate perception of surface and knowledge diversity having a significant positive impact on EWB. Further, the authors found nature of employee work to moderate the link between knowledge diversity and well-being such that perception of knowledge diversity under complex tasks enhanced well-being; no impact of work complexity was observed on the link between surface diversity and well-being.

Perceived diversity is malleable lending itself to longitudinal work in this field. Besides nature of work, future research may explore other key contextual factors in diversity dynamics.

Contrary to the longstanding theories such as social categorization/similarity attraction, the authors found surface diversity to positively influence EWB. This indicates firms’ effective diversity management strategies in creating inclusive workplace. Further, the authors draw implications around team design and workforce composition.

While the scholarly attention to perceived diversity is gradually growing, in a first, the authors empirically examine the impact of diversity perceptions on employee affect in the context of Indian manufacturing firms.

While literature cites several distinct studies on workforce diversity and employee well-being (EWB), attention to their combined significance has been limited. Extant work highlights cognitive outcomes of diversity, while its impact on affect-related outcomes is underexplored. The purpose of this paper is to examine how employee perceptions of diversity (based on surface and/or knowledge attributes) influence their well-being and how perception of inclusion mediates this relationship.

In total, 248 full-time employees from large organizations across varied industries in India have participated in this survey-based study.

Structural equation modeling results indicate surface and knowledge diversity to significantly impact EWB. Surface diversity adversely affected well-being, while knowledge diversity had favorable impact. Besides, inclusion was found to be a significant mediator between knowledge diversity and well-being but not between surface diversity and well-being.

Present study explores the diversity–well-being link through the lens of perceived inclusion. Future research should consider contextual factors that will influence these relationships.

Managerial nudging can enhance employee self-control, intrinsic motivation and well-being. Further, managers should note how knowledge diversity aids in well-being toward constructive cross-functional synergy building.

Study conceptualizes diversity from Indian social and employment perspectives, while incorporating inclusion as a contextual factor currently under-researched empirically in the Indian context. Further, the authors contribute to the limited literature on affect-related effects of diversity.