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While prior research has emphasized the importance of diversity management for the betterment of future workforce, the role of managerial actors in leading the diversity management movement has not been substantiated. The purpose of this paper is to examine the role of managers in practicing diversity management and the extent to which inclusive leadership affects employee performance.

The study draws on a large survey data (n=415,696) with a representative sample of employees in federal government in the USA.

The quantitative results show that diversity policy alone predicts performance less strongly for employees of racial minority than for whites. In contrast, the study finds that inclusive leadership predicts performance more strongly for nonwhites.

The embodied approach to diversity management proposed in this paper expands the understanding of diversity management research by exploring the interaction effect between diversity policy and diversity leadership.

The paper is unique in proposing an interaction effect between diversity policy and diversity leadership in managing diversity.

Previous studies in the literature surprisingly neglected to take into account the role of leader behavior in managing diversity. As the study shows the significant moderating role of diversity leadership in diversity management, organizational leaders are encouraged to critically assess and provide training for those team leaders and middle level managers to promote diversity in the workplace.

This is the first empirical study to distinguish and examine the relative impact of diversity policy and inclusive leadership on employee performance in the public sector.

This paper aims to provide an in-depth exploration of the code of silence in Korean policing and its relationship to perceptions of disciplinary fairness.

The authors separately surveyed 370 Korean police officers in 2008 and 356 Korean police officers in 2019. The respondents were asked to evaluate seven hypothetical scenarios measuring different types of police misconduct from police corruption to the use of excessive force.

The results demonstrated that the strength of the code of silence decreased over a decade. The code of silence seems to protect less serious examples of police misconduct more strongly than more serious examples of police misconduct. Furthermore, the extent of the code of silence and perceptions of discipline severity are closely related in situations in which the expected discipline is evaluated by officers as too harsh. When police officers evaluated the expected discipline as fair, they were less likely to adhere to the code of silence than when they evaluated the expected discipline as too harsh, providing support for the simple justice model. On the other hand, the results are mixed for comparisons of the code of silence among respondents who evaluated discipline as fair and those who evaluated discipline as too lenient.

This is one of few studies focusing on the potential changes in the code of silence over time and on its relationship with the perception of disciplinary fairness. South Korea has conducted a reform of the police (the Grand Reform) in the late 1990s and more recently enacted the new laws regulating police misconduct. This study relies on two independent surveys of the same population of police officersto empirically assesses potential changes resulting from these societal and organizational transformations.

Previous scholars have assumed that multinational enterprises (MNEs) can reduce the liability of foreignness and increase profitability by investing in corporate social responsibility (CSR). However, empirical validation of this assumption has rarely been attempted. This study aims to provide empirical evidence that the adoption of multi-stakeholder initiatives, which are globally recognized as signals of CSR, helps MNEs increase profits from internationalization.

Fixed effect models, which address model misspecification problems, and instrumental variable estimation, which controls for the endogeneity in firms’ choice of internationalization, offer empirical evidence supporting the moderating effects of global multi-stakeholder initiatives on the relationship between internationalization and firm performance.

This study examines the moderating role of multi-stakeholder initiatives in the relationship between internationalization and firm performance, drawing on signaling and stakeholder theories. The results suggest that the signaling effect of multi-stakeholder initiatives can help MNEs overcome the liability of foreignness and, therefore, profit from overseas markets.

Although the internationalization–firm performance relationship has been a subject of debate in the field of international business, the role of firms’ stakeholder engagement in this relationship has been largely overlooked in previous studies. In this study, the authors explore the impact of multi-stakeholder initiatives on the internationalization–firm performance relationship. Our primary contention is that multi-stakeholder initiatives have moderating effects on this relationship by reducing the liability of foreignness experienced by MNEs in host countries. Furthermore, the findings suggest that active engagement in multi-stakeholder initiatives significantly contributes to the financial success of MNEs as they internationalize.

Based on fifteen years of data on the annual Academy of International Business (AIB) best dissertation Farmer Award finalists, we find that these dissertations were done at a range of North American universities. Interestingly, dissertation topics differed from the topics covered in the three top IB journals with five‐sixths of the topics in management, organization, economics, or finance and two‐thirds set in a single country or region (U.S., Japan, North America, and Western Europe). Survey research is the most common methodology but analysis of secondary data is growing. As expected, the finalists are on average an extraordinarily prolific group.

Globalization has brought many challenges to organizations, namely, in managing the performance of multicultural workforces to achieve organizational objectives. Past researchers have highlighted many factors that influence the employee’s performance, but the nature and scope of these factors is limited to the conventional setting. Therefore, the purpose of this paper is to develop a comprehensive framework to better understand the role of the psychological diversity climate, HRM practices and personality traits (Big Five) in job satisfaction and performance of the multicultural workforce.

Data were collected from 258 faculty members working in Saudi Arabia’s higher educational sector. Structural equation modeling was used with Amos 18 to analyze the data.

The findings of this study suggest that managers should adopt diversity practices to improve the psychological diversity climate among multicultural workforce. In addition, diversity training and unbiased performance appraisal systems also increase the faculty member’s job satisfaction and performance in multicultural settings. Finally, managers should consider openness to culture and sociability traits while selecting faculty members to work in multicultural settings.

This framework has never been tested in higher educational institutions and in multicultural setting.