Search results

Research on organizational diversity initiatives generally focus on either numerical diversity or racial climate. Both facets of diversity are critical, however, research has rarely examined their impact simultaneously. The paper aims to discuss these issues.

In the current study, the authors use the context of higher education, to examine how variations in the composite of numerical diversity and racial climate predict psychological disparities between faculty of color (FOC) and White faculty. The authors test how institutions that engage in authentic diversity (i.e. institutions that are both numerically diverse and have a positive racial climate) compare to other diversity composites.

Using a data set of n=37,406 faculty members in US colleges/universities, this study found that racial disparities between FOC and White faculty for various psychological outcomes are smaller in authentic diversity institutions compared to institutions with low numeric diversity/ poor racial climate. Further, the data demonstrate that authentic diversity institutions have reduced psychological disparities compared to institutions with high numeric diversity/poor racial climate, but have similar disparities to institutions with low numeric/positive racial climate.

These results suggest that diversity climate may be the primary driver of mitigating psychological disparities between FOC and White faculty. However, it is necessary for institutions to authentically engage in diversity – by promoting both entities – to become more effective in reducing disparities.

Responding to findings of psychological discomfort impeding interracial/interethnic attitude and skill development, the purpose of this paper is to investigate group-level factors as possible antecedents to individuals’ comfort in interracial/interethnic interactions. Among individuals experiencing diversity during a key developmental stage in life, college students, the study inquires whether group practices that foster a sense of belonging and inclusion among all members differentiate comfortable from uncomfortable interracial/interethnic interactions. As part of the analysis, the construct interracial/interethnic comfort is developed and tested as a measure of interactions that are experienced with ease and confidence.

Scale development methods and structural equation modeling were used to analyze survey data from 360 members of a voluntary service organization at 50 US colleges.

The structural equation analyses indicate that the group practices – shared superordinate purpose, a welcoming climate for diverse members, and practices for structuring interactions among all group members – have significant and important effects on interracial/interethnic comfort, which was found to be a reliable construct. The relationship between each of the group practices and individuals’ interracial/interethnic comfort was either totally or partially mediated by the individuals’ sense of belonging, a strong form of inclusion.

The results indicate group practices that possess the capacity to contribute to students’ interracial/interethnic attitude and skill development by creating solidarity and comfort in their interactions with diverse others. Institutions can make efforts to further individuals’ cultural development by stimulating the use of these practices in campus groups.

This study identifies concepts for understanding and addressing the known, problematic phenomenon of psychological discomfort in settings of diversity. These constructs offer new directions for research on diversity climate by focussing on relational practices at the group level that can move diversity beyond numerical representation to strong inclusion and close relationships.

The purpose of the study was to determine, first, whether both numeric diversity and racial climate impacted the psychological well-being and workplace experiences of faculty of color (FOC). But the authors also considered whether there was an “additive” effect when both diversity factors existed at the same time.

The authors used surveys of academics from various backgrounds in multiple US regions to test the effects of numeric diversity and racial climate on three dependent variables – invisible labor, stress from discrimination and dissatisfaction with co-workers. For the purposes of the study, FOC were defined as black, Latinx and Asian faculty.

The results showed significant support for the authors' prediction that there was more stress from discrimination, invisible labor, and co-worker dissatisfaction against FOC in institutions with low numeric diversity and poor racial climate compared with institutions with high numeric diversity and a positive racial climate. They also found that negative impacts were smaller in institutions with both high numeric diversity and a positive racial climate, compared to institutions with high numeric diversity, but a poor racial climate. However, similar results were not found for institutions with low numeric diversity and positive racial climate.

The authors concluded that the findings showed that “diversity climate may be the primary driver of mitigating psychological disparities between FOC and white faculty”. They said that education officials should take action to construct a positive racial climate, but neither should they ignore numeric representation.

Beginning in 2003, Walter Allen co-convened and codirected an international consortium of scholars dedicated to examining the “Implications, Challenges and Lessons from Increased Student Diversity in Higher Education” (http://choices.gseis.ucla.edu/21stcentury/). The larger group includes 35 scholars from fourteen different nations and five continents who are concerned with diversity in higher education. For our purposes, diversity is broadly defined to encompass not only race/ethnicity but also gender, language, citizenship, social class, culture, and region as significant in each national system of status hierarchy. The inaugural meeting of the consortium was held at the Rockefeller Foundation Bellagio Center in Bellagio, Italy.

The purpose of this article is to introduce the concept of racial capitalism in the context of academic libraries.

This paper draws on Leong's (2013) extended theory of racial capitalism and identifies how neoliberalism and racial capitalism are tied as well as how it is manifested in academic libraries through tokenism, racialized tasks, consuming racial trauma, cultural performance demands, workload demands and pay inequity.

The article ends with some suggestions in how to address these problematic practices though dismantling meritocratic systems, critical race theory in LIS education and training, and funding EDI work.

The article explores a concept in the academic library context and points to practices and structures that may commodify racialized identities.

That part of human behaviour which is not rigidly determined by external constraints can be considered as a sequence of more or less free choices. One can talk of a choice only if it is one of several alternatives, and of a free choice only in so far as it is not determined by conditions over which the individuals have no control. Moreover, we recognise an alternative only if it is actually elected by at least a fraction of a population. This leads to the concept of statistical freedom. Postulates are formulated which must be satisfied by any numerical measures of statistical freedom, and certain mathematical expressions are proposed which are shown to conform to these postulates. Statistical freedom has two fundamental features, which appear as factors in its numerical measure: diversity and independence. The measures of diversity and independence are derived in the first place front a certain model of society, but once they are obtained, the model is discarded, and the statistical coefficients are justified by their mathematical properties. Safeguards against arbitrary manipulation of statistical material are discussed, and the potential use of the new measures is illustrated by application to the problem of choice of profession.

Drawing on the relational demography literature and a social identity perspective, several research propositions in which the authors postulate that demographic characteristics (e.g. gender and race) of senior leaders will influence the implementation and effectiveness of diversity management practices were presented. Specifically, the authors focus on the Chief Executive Officer/Chief Diversity Officer (CEO/CDO) dyad and explore independent and joint effects of CEO and CDO majority–minority group status on workplace diversity outcomes, outlining key identity-based and relational moderators (e.g. value threat, relational identity and leader–member exchange) of these relationships.

The literature on relational demography and leader–member exchange to develop propositions for future research was integrated.

This is a conceptual paper. There is no empirical data reported testing the propositions.

The authors extended theory and research on relational demography by focusing on senior leaders in the organization and proposing that the influence of CEO and CDO demographic characteristics on the enactment of diversity practices may be contingent on key identity-based and relational processes.

The authors are not aware of any studies investigating how personal characteristics and relational processes relating to the CEO and CDO may influence the implementation and effectiveness of workplace diversity management practices. In a similar vein, the authors contribute to the research literatures on relational demography and social identity by extending the application of these theories to senior leaders in organizations and in relation to the work of CEOs and CDOs.

The need to integrate men and women more effectively into team roles requires a fuller consideration of the dynamics of work‐team diversity and the consequences for both behavior and cognition among team members. Drawing from sociological and psychological perspectives, this study examines the influence of team gender composition and gender‐orientation of the task on members' perceptions of their team's performance. The participants for this study included 216 university students (108 men, 108 women) who were randomly assigned to one of three types of gender‐mixed teams – male‐dominated, female‐dominated and balanced‐gender work‐teams. Teams were required to generate, in a (videotaped) team meeting, a negotiation strategy for two business‐related cases. Self‐report instruments provided information regarding perceptions of team performance, and expert judges offered objective measures of team performance. The findings of this study offer striking evidence that team gender composition and the gender‐orientation of the task, can clearly affect member perceptions of the quality of their team's performance, regardless of the actual performance level achieved.

The aim of this paper is to explore whether national diversity in the form of national variety (differences in kind, e.g. number of nationalities) has a positive effect on group processes and performance whereas national separation (differences in attitudes and beliefs; i.e. social distance and national stereotypes) has a negative effect.

This cross-cultural comparative study examines the moderating role of national diversity in the relationship between social attitudes on conflict and performance across two samples. Participants are presented with one of the two national variety conditions (low or high national variety) who then report on social distance, national stereotype, conflict, and performance.

National separation negatively relates to performance and positively relates to conflict. However, there is less conflict and higher performance, despite national separation, when there is high national variety.

This study is limited to individual perceptions. Research could be extended to experienced conflict and effects of individual national separation on conflict and performance at the group level.

Although social distances and negative stereotypes may not be completely eliminated, the results imply that managers can modify the effects by promoting and celebrating national variety. The results show that even conflict is modified (task conflict increases while relationship and process conflict decreases) when there is national variety despite social distances and negative stereotypes.

This study contributes to workgroup research on diversity and conflict management by exploring social attitudes and opinions. Individual attitudes are the bases of group processes and this study attends to two of the social attitudes that need to be added to our understanding of group processes.

The purpose of this paper is to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea.

This study integrates theory and research on why diversity can have either a positive (i.e. the information/decision-making paradigm) or a negative (i.e. the social categorization paradigm) effect on performance with different diversity perspectives (i.e. integration-and-learning, access-and-legitimacy, and discrimination-and-fairness). This study develops a model of when and how gender diversity affects organization performance and test the model with a sample of 177 South Korean organizations.

This study finds that gender diversity is negatively related to organization performance in South Korea. This study also finds that the effect of gender diversity is contingent on organizational diversity perspectives. Organizations with high gender diversity perform better to the extent that they have a discrimination-fairness perspective, but not a business-oriented perspective. On the other hand, a discrimination-fairness perspective is unrelated to performance for organizations that are low in gender diversity.

Although gender diversity in the South Korean workplace continues to increase, the relationship between gender diversity and organization performance has rarely been studied in the aspect of Korea’s traditionally homogeneous culture. This study highlights the importance of cultural-contingencies in understanding the consequences of diversity.