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Demographically similar individuals often believe they are similar, in spite of the differences in values, beliefs and expectations. However, dissimilar dyads experience will encounter more interpersonal difficulties due to misunderstandings, misperceptions and conflicts of interest. The purpose of this paper is to investigate the impact of leadership expectation gap on LMX quality and the moderating role of ethnic and nationality dissimilarity between manager and their superior on the relationship between leadership expectation gap and LMX quality.

This study adopted a quantitative research design. A purposive sampling survey of 137 lower-to middle-level managers working under the supervision of Malaysian and Japanese superiors in Japanese multi-national corporations was conducted to test the hypotheses of this study.

The study found the following: leadership expectation gap has a significant and negative effect on LMX quality; and ethnic dissimilarity and nationality dissimilarity moderates the relationship between leadership expectation gap and LMX quality.

There is a need for a comprehensive training programme for both leaders and followers, towards developing their interpersonal skills on how to work better and more effectively in the workplace. Furthermore, prior to the start of the expatriate assignment, organisations can help expatriate superiors to adapt themselves by providing pre-departure and cross-cultural training.

This paper addresses an important and not so well researched issue. It analyses the moderation effect of ethnic and nationality dissimilarity between manager and their superior on the relationship between leadership expectation gap on LMX quality in the Malaysian context.

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual- and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and themes gleaned from work in each domain, and note the limitations of diversity climate research. Finally, we highlight the domains of uncertainty regarding diversity climate research, and offer recommendations for future work that can enhance knowledge of diversity climate effects on organizational outcomes.

Relying on relational demography and person-organization fit perspectives, the purpose of this paper is to explore the interactive effect of demographic dissimilarity and value congruence on workplace attachment outcomes – affective and normative organizational commitment and turnover intentions. Based on optimal distinctiveness theory, asymmetrical effects across gender and race/ethnicity are also examined.

A diverse sample of 278 restaurant workers in 30 different work units is used to test the hypotheses using hierarchical OLS regression.

The results partially support the idea that perceived and objective value congruence moderate the relationship of race/ethnic and gender dissimilarity on workplace attachment. Tests for asymmetrical demographic group effects showed that value congruence had a stronger moderating effect for whites than for people of color, and for men than for women.

The results suggest that value congruence can ameliorate the adverse diversity effects on workplace attachment, but that a complete substitution effect may not be present. Women and minorities may still be sensitive to demographic representation even when their value congruence is high. This implies that a simultaneous pursuit of fit and diversity is an adequate diversity management strategy to stimulate the inclusion and workplace attachment of all social groups.

This study joins a limited number of studies addressing the interaction of value congruence and demographic dissimilarity, and presents empirical evidence from a work setting. Also, this is the first study to show gender and race/ethnic differences in this interaction.

Utilizing organizational support theory, the purpose of this paper is to examine the mediation effect of perceived organizational support (POS) on the relationship between ethical leadership and citizenship behavior, and investigate the moderating effect of ethnic dissimilarity in the research model.

Using a self-administered questionnaire, data were collected from 294 academics of private universities in China, Malaysia and Thailand. The collected data were analyzed using partial least squares path modeling technique on R platform.

The study found that ethical leadership is significantly and positively related to POS, which, in turn, related to both distinct dimensions of organizational citizenship behaviors – individual and organization. However, further analysis reveals that ethnic dissimilarity does moderate the hypothesized relationships in the research model, in which POS is found to have a mediation effect in the heterogeneous sample but not in the homogeneous sample in terms of ethnic dissimilarity.

To the best knowledge of the researchers, this study is among the first few research works examining the interrelationships of ethical leadership, POS, and citizenship behavior in terms of individual and organizational. Moreover, this is one of the earliest studies to examine the concepts in two different samples in terms of ethnic dissimilarity.

Examines gender and ethnic occupational segregation in Israel, focusing on the interaction between gender and ethnicity. Uses data from the 1983 and 1961 Population and Housing Census, and two different indices to examine three issues: ethnic versus gender segregation; gender differences in ethnic occupational segregation; and ethnicity differences in gender occupational segregation. Finds that gender segregation is much higher than ethnic segregation; that, overall, women are not more ethnically segregated than men, and that there are ethnic differences in the overall gender dissimilarity indices. Focusing on the sex composition effect, finds that there is no difference in gender segregation within various ethnic groups. Suggests that only in the kibbutz are Eastern women more sexually segregated than Western women. Also investigates and presents long‐term trends between 1961 and 1983 and comparisons with the US. Explores the linkage between educational dispersion and occupational dispersion to explain the study findings. Concludes that educational disparities are responsible for differences in ethnic occupational segregation but not in gender occupational segregation. Offers demand‐side explanations.

This study examines the mediating effect of self-efficacy between perceived organizational support (POS) and organizational citizenship behaviors (OCB) organization (OCBO); and POS and OCB individual (OCBI) in a cross-cultural context.

Data were collected from 207 full-time academics from the private universities in Malaysia and Mainland China using a questionnaire survey.

The results indicate that self-efficacy is a salient mediator linking POS with OCBI and OCBO. Additionally, ethnic dissimilarity is found to have a contextual influence on the research model as the results reveal that self-efficacy only mediates the relationship between POS and OCBO but not between POS and OCBI in a heterogeneous society. In contrast, self-efficacy is found to mediate the relationships between POS and OCBO and between POS and OCBI in a homogeneous society.

This study contributes to the literature by being one of the first studies that examine the relationship between self-efficacy and two dimensions of OCB in two different cultural contexts.

Drawing on the social identity theory, this paper explores the impact of rider–driver ethnicity match on the driver’s expected ride satisfaction and willingness to perform, and rider’s trust on the driver.

The study relies on scenario-based online experiments with 291 ride-hailing drivers and 282 riders in the USA.

The findings indicate that ethnicity match between ride-hailing drivers and riders positively impact driver’s ride satisfaction and willingness to perform, and rider’s trust in the driver. The study also revealed a significant positive moderation effect of ethnic identity on the relationship of ethnicity match and those constructs.

While it may be challenging to influence an individual’s level of ethnic identity, managers can take steps to educate and train their employees regarding the impact of ethnic identity and discrimination, with a particular focus on those individuals who possess a strong sense of ethnic identity.

The findings of this research provide theoretical contributions to the existing literature on ride-hailing services and adds to the limited stream of logistics research that examines the impact of ethnicity on ride-hailing operations.

This conceptual paper focuses on trust and its context. Previous research indicates the importance of the specific‐situational nature of trust, which is affected by both interpersonal and organizational contextual factors. Hypotheses are formulated, and they revolve around trust and various interpersonal and organizational contextual variables. The interpersonal contextual factors included are the types of trustor‐trustee relationships, ethnicity of the trustors and trustees, perceived inequity, and the importance of a cooperative or noncooperative act to the receiving party. The organizational contextual factors included are politics, ownership structure, and organizational form. In addition to main effects, some of these variables may have interaction effects on trust. Also, the organizational contextual variables mediated by the interpersonal contextual variables may have indirect effects on trust.

Are ethnic specialization and thus a downward sloping labor demand curve fundamental features of labor market competition between ethnic groups? In a general equilibrium model, this chapter argues that spillover effects in skill acquisition and social distances between ethnic groups engender equilibrium regimes of skill acquisition that differ in their implications for ethnic specialization. Specifically, fundamental relationships through which relative group sizes determine whether ethnic specialization arises and in what degree are established. Thus, this chapter theoretically justifies a downward sloping labor demand curve and explains why some ethnic groups earn more than others, ethnic minorities underperforming or outperforming majorities.

The purpose of this qualitative review paper is to identify for practitioners ways of matching mentors and protégés to enhance the effectiveness of formal mentoring programs.

The paper qualitatively reviews the best available evidence of ways to match mentors and protégés to maximize mentorship outcomes.

Two factors to consider when making mentor–protégé matches emerged from the research literature (1) the matching process (i.e., how matches are made and facilitated by practitioners such as incorporating participant input on matches): and (2) individual characteristics (i.e., individual differences that may serve as matching criteria such as experiential, surface-level, and deep-level characteristics). This qualitative review resulted in three practical recommendations to practitioners interested in matching mentors and protégés using evidence-based methods: (1) match based on deep-level similarities, (2) consider developmental-needs of protégés during matching, and (3) seek mentors' and protégés’ input before finalizing matches.

Limitations of the research reviewed are highlighted: measures of perceived similarity, relative effectiveness of matching-related factors, limited research investigating the role of dissimilarity on mentoring outcomes, and linear relationship assumptions between matching-related factors and mentoring outcomes.

The authors’ recommendations suggested greater use of valid psychometric assessments to facilitate matching based on actual assessed data rather than program administrators' personal knowledge of mentors and protégés.

The literature on mentor–protégé matching is missing practical guidance on how to apply the research. This highlights a need for a qualitative review of the literature to identify what matching processes and criteria are most effective, providing a “one-stop-shop” for practitioners seeking advice on how to construct effective mentor–protégé matches in formal mentorship programs.