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1 – 10 of over 3000Imran Shafique, Masood Nawaz Kalyar, Bashir Ahmad and Agata Pierscieniak
Drawing from moral exclusion theory, this study aims to examine a moderated mediation model for the relationship between perceived overqualification (POQ) and knowledge-hiding…
Abstract
Purpose
Drawing from moral exclusion theory, this study aims to examine a moderated mediation model for the relationship between perceived overqualification (POQ) and knowledge-hiding behavior directly and via perceived dissimilarity.
Design/methodology/approach
Using the convenience-sampling technique, time-lagged (three waves) data were gathered from 595 employees working in different hotels and event management firms. Hayes’ PROCESS macro was used to test the moderated mediation model.
Findings
Results showed that perceived dissimilarity among coworkers mediated the result of POQ on knowledge-hiding behavior. In addition, interpersonal disliking moderated the indirect effect in a way that this effect was strong when interpersonal liking was low.
Practical implications
Findings suggest that organizations should make the overqualified realize that they can also learn from their coworkers whom they perceive as less qualified. In this, the feelings of dissimilarity and disliking can be minimized that in turn may decrease the intention to hide knowledge.
Originality/value
The present study offers a new perspective for identifying the nexus between POQ and knowledge-hiding behavior by drawing upon moral exclusion theory and examining the mediating role of perceived deep-level dissimilarity.
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Drawing from theoretical perspectives on social identity, self-categorization, intelligence and leader–member exchange, the purpose of this paper is to develop and test a…
Abstract
Purpose
Drawing from theoretical perspectives on social identity, self-categorization, intelligence and leader–member exchange, the purpose of this paper is to develop and test a moderated-moderation model involving a member’s task performance in global virtual team.
Design/methodology/approach
A survey study was conducted involving both team members and their respective team leaders in global virtual teams (GVTs) in a multinational firm based in the Philippines.
Findings
Results demonstrate that a member’s perceived cultural dissimilarity is significantly but negatively related to his or her task performance (as rated by the team leader). Also, results show that a team member’s cultural intelligence (CQ) (as rated by the team leader) exerts a moderating influence in the relationship between perceived cultural dissimilarity and task performance. Lastly, team leader’s CQ (as rated by the team member) exerts a moderating influence on the relationship between perceived cultural dissimilarity and team member’s CQ which consequently impacts a team member’s task performance.
Originality/value
This study contributes to the literature particularly adding to the growing body of literature that identifies factors contributing to the effectiveness of GVTs. Specifically, the authors highlight the critical role of CQ of both team member and team leader in reducing the negative influence of perceived cultural dissimilarity on individual task performance. This study also offers practical recommendations on how to effectively develop and enhance CQ in GVTs so that high levels of effectiveness particularly when delivering the tasks are ensured.
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Mercy C. Oyet, Kara A. Arnold and Kathryne E. Dupré
The purpose of this paper is to explore the consequences of experienced workplace incivility when female employees perceive that they are different from their workgroup. The…
Abstract
Purpose
The purpose of this paper is to explore the consequences of experienced workplace incivility when female employees perceive that they are different from their workgroup. The authors examine how women’s perceptions of demographic dissimilarity from their workgroup moderate the relationships between incivility and psychological wellbeing, and between incivility and turnover intentions.
Design/methodology/approach
A total of 125 female employees of a post-secondary institution participated in this study. Participants were recruited through an electronic mailing list over the course of one month and completed an online survey.
Findings
Experienced workplace incivility among females is related to poorer psychological wellbeing and higher turnover intentions. Controlling for actual age and gender dissimilarity at the department level, perceived gender dissimilarity from one’s workgroup moderated the workplace incivility-turnover intentions relationship, whereby the relationship was strengthened at low, but not high levels of experienced incivility. Perceived gender dissimilarity did not moderate the incivility–psychological wellbeing relationship. Perceived age dissimilarity was not a significant moderator.
Research limitations/implications
The role of perceived dissimilarity and other personal contextual variables should be considered in future work on selective incivility. Perceived dissimilarity can influence some of the negative outcomes associated with incivility, particularly at low levels.
Originality/value
This research extends the selective incivility literature by incorporating a relational demography perspective to the study of female targets’ experience of workplace incivility. Findings suggest that perceptions of difference may affect the interpretation and outcomes associated with females’ experience of incivility.
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Shih Yung Chou, Tree Chang and Bo Han
The purpose of this paper is to explore how perceived visible, work value, and informational dissimilarity affect an individual's helping behavior. Additionally, it investigates…
Abstract
Purpose
The purpose of this paper is to explore how perceived visible, work value, and informational dissimilarity affect an individual's helping behavior. Additionally, it investigates the moderating roles of the need for affiliation and need for achievement.
Design/methodology/approach
A theoretical analysis was performed.
Findings
It is proposed that perceived visible, work value, and informational dissimilarity will have a negative impact on an individual's helping behavior. Additionally, it is posited that the need for affiliation and need for achievement will positively moderate the negative relationship between perceived dissimilarity and helping behavior.
Research limitations/implications
This paper provides additional insight into antecedents of helping behavior, and offers a theoretical basis for future research that examines the relationship between subjective diversity and discretionary behaviors in organizations.
Practical implications
This paper has several important implications. First, managers are recommended to implement effective educational approaches, such as role-playing, that help eliminate employees’ negative perceptions of dissimilarity and promote willingness to help co-workers. Second, managers should reinforce shared vision, values, and goals, which in turn may encourage interpersonal cooperative behaviors. Third, managers should facilitate the dissemination of knowledge and information that are crucial to individual performance. Fourth, managers are encouraged to provide employees with trainings on effective interpersonal processes such as inclusion and emotional management. Finally, managers should increase the degree of task interdependence, which may promote high levels of helping behavior.
Originality/value
This paper is one of the very few studies that link helping behavior with subjective perceptions of dissimilarity. More importantly, this paper highlights the importance of the interaction between dissimilarity perceptions and internal driving forces.
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Jacob Lauring, Jan Selmer and Karsten Jonsen
We aim to explore whether demographic groups of varying status positions differ in terms of their perception of work group members’ openness to deep-level and surface-level…
Abstract
Purpose
We aim to explore whether demographic groups of varying status positions differ in terms of their perception of work group members’ openness to deep-level and surface-level diversity. We also explore the effect that task group conflict and relational group conflict have on perceptions of openness to diversity.
Design/Methodology/Approach
Quantitative analysis of responses from 489 academics in multicultural university departments is applied. A comparison is made of different demographic groups based on age, nationality, and seniority with regard to perceptions of work group members’ openness to diversity. Specifically, we focused on perceptions of the work group’s openness to value dissimilarity (deep-level) and openness to visible dissimilarity (surface-level).
Findings
We found that there are indeed differences between demographic groups with regard to perceptions of the work group’s openness to value dissimilarities. No significant differences could be found in relation to openness to visual dissimilarities for any of the demographic sub-samples. We also found that there were differential effects of contextual adverse circumstances in the form of relational group conflict and task group conflict on the perceptions of the two types of work group openness to diversity.
Practical Implications
The knowledge that different demographical groups perceive their peers’ openness to diversity differently is an important insight when decisions regarding diversity issues have to be taken.
Originality/Value
Few studies have focused on perceptions of diversity. This is an important omission because individuals often act upon their perceptions, rather than on objective reality.
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Yuka Fujimoto, Charmine E.J. Härtel and Günter F. Härtel
Detrimental effects of diversity in workgroups has frequently been observed but research identifying the factors that lead to negative or positive effects in heterogeneous groups…
Abstract
Detrimental effects of diversity in workgroups has frequently been observed but research identifying the factors that lead to negative or positive effects in heterogeneous groups is lacking. The Perceived Dissimilarity Openness Moderator Model provides one explanation of the process by which diversity influences group affective, behavioral, and cognitive outcomes. Specifically the model identifies individual, group, and organizational openness as moderating the effects of diversity in workgroups. In this paper evidence is provided from a field study that increased openness to perceived dissimilarity leads to better outcomes in newly formed groups. This study also constitutes a significant building block toward the development of theory concerning the moderating variables of the relationship between diversity and group processes, and outcomes of organizations.
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Jana Žnidaršič, Sabina Bogilović, Matej Černe and Roopak Kumar Gupta
Besides diversity's positive effects, groups of “we” against “them” may form in accordance with social categorization theory, showing diversity's negative consequences. The…
Abstract
Purpose
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.
Design/methodology/approach
The authors studied 584 working professionals from five contexts (transnational companies dealing with multicultural interactions) and analyzed data using moderated-mediation procedures.
Findings
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.
Originality/value
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.
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In recent years organizational scholars and practitioners have avidly pursued an in‐depth understanding of demographic diversity and its consequences. This study contributes to…
Abstract
In recent years organizational scholars and practitioners have avidly pursued an in‐depth understanding of demographic diversity and its consequences. This study contributes to such an understanding by examining how an individual's demographic distance from others in a work group shapes his or her perception of the group's conflict and performance. Data from 233 members of 42 blue‐collar groups reveal that gender and tenure dissimilarity increase the perception of emotional conflict, indirectly reducing individual ratings of group productivity. These results suggest a process by which relational demography may indirectly affect members' confidence in their group.
The purpose of this study is to contribute to the field of diversity studies with novel insights on how language diversity and communication frequency influence dissimilarity…
Abstract
Purpose
The purpose of this study is to contribute to the field of diversity studies with novel insights on how language diversity and communication frequency influence dissimilarity attitudes.
Design/methodology/approach
The authors examine language diversity and communication frequency as group‐level antecedents for positive dissimilarity attitudes by use of questionnaire responses from 489 members of academic culturally diverse departments.
Findings
The results showed that communication frequency has strong positive relationships with three variables depicting positive dissimilarity attitudes, namely openness to linguistic, visible and informational diversity. Contradicting our predictions, language diversity had positive associations with all variables portraying positive dissimilarity attitudes. The implications of these findings are discussed in detail.
Originality/value
Few prior studies have dealt with the relations between language, communication and dissimilarity attitudes.
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Theano Lianidou, Ashley Lytle and Maria Kakarika
This study explores how status, demographic and positional, moderates the negative effect of deep-level dissimilarity on leader–member exchange (LMX) quality.
Abstract
Purpose
This study explores how status, demographic and positional, moderates the negative effect of deep-level dissimilarity on leader–member exchange (LMX) quality.
Design/methodology/approach
Data from three samples were analyzed using hierarchical linear regression and linear mixed-effects methods.
Findings
Results suggest that the negative effect of deep-level dissimilarity (perceived work-related attitude and perspective differences) on LMX quality is stronger when the LMX partner has low demographic status (e.g. the LMX partner is an African-American woman). This moderating effect was not significant when deep-level dissimilarity was extended to include differences in personality, interests and values. Results were mixed on whether low positional status (i.e. when the LMX partner is a member rather than a leader) strengthens the negative effect of deep-level dissimilarity on LMX quality.
Practical implications
This study may help leaders, organizational members and diversity managers better manage attitude and perspective dissimilarity in leader–member dyads.
Originality/value
This study expands research exploring interactive effects of dissimilarity and status on work-related outcomes. It is novel in that it explores status not in relative terms but at the societal level. It is also the first study to analyze the moderating effects of two types of status: demographic and positional.
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