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Pluralistic ignorance is defined as a situation in which an individual holds an opinion, but mistakenly believes that the majority of his or her peers hold the opposite opinion. The purpose of this paper is to refocus attention on pluralistic ignorance as an important, applied, and multilevel concept to organizational researchers by developing a theory of pluralistic ignorance in organizational contexts.

The paper reviews the literature with regard to the causes and consequences (for individuals, groups and organizations) of pluralistic ignorance and develops an integrated understanding of how pluralistic ignorance influences employees and organizations.

The paper finds that pluralistic ignorance is a complex phenomenon that has important consequences for organizations with relation to behavior of individuals.

The development of a model of pluralistic ignorance, with research propositions, will assist researchers seeking to conduct research on this topic.

This paper is original in that it is the first to delineate the processes underlying pluralistic ignorance in a managerial/organizational context.

Modern intra- and inter-organizational arrangements require firms to cross boundaries, but this process represents a crucial and complex challenge, especially for organizations that face pluralistic tensions. Scholars still lack sufficient knowledge of how boundaries can be crossed and what kind of boundary management is necessary within pluralistic contexts. This paper aims to enrich the understanding of these issues by exploring how strategy maps can be mobilized and used as boundary objects to elicit boundary-spanning practices that foster cross-boundary collaboration in pluralistic organizations.

This paper employs the case study methodology to capture the dynamics of cross-boundary management elicited by the use of a strategy map within a pluralistic social/healthcare organizational context.

This study identifies four practices of boundary spanning (i.e. identifying and crossing problem boundaries, orchestrating collective responsibilities, acknowledging a common understanding of convergent values and goals, and evolving into action) in the analysed pluralistic context and investigates the conditions under which cross-boundary interactions can mobilize a shared zone of knowing via strategy maps.

This paper suggests a complex (and not linear) processual model of boundary management in pluralistic contexts in which the use of the strategy map mobilizes a dynamic of centrifugal and centripetal movements which engage plural actors in a shared site of collaborative knowing. The study contributes to a conceptualization of boundary management in pluralistic contexts as a progressive social accomplishment.

This paper examines the historical development of pluralistic ignorance as a construct and its application to organizational studies. Pluralistic ignorance is a social comparison error where an individual holds an opinion, but mistakenly believes that others hold the opposite opinion. Pluralistic ignorance was first developed as an important social construct in the 1920s by social psychologist Floyd Allport, and has been applied to myriad settings in psychology and sociology, including racial segregation, student perceptions of alcohol use, and classroom behavior. Despite work in pluralistic ignorance for over 75 years, it has only recently been applied to management settings. Management scholars have suggested applications of pluralistic ignorance to decision‐making, business ethics, group dynamics, performance appraisal, and burnout. Other management applications are proposed as a means to guide research in pluralistic ignorance in the future.

Explains organizational pluralism and the process of organising pluralistic organizations in the context of India. Defines pluralistic organizations. Examines the concept of trusteeship in pluralistic Indian organizations. Offers recommendations for building managerial responsiveness in pluralistic organizations, in particular designing a work system. Finally provides a number of points for consideration.

The purpose of this paper is to investigate accounting and performance reporting practices embraced in the midst of a pluralistic institutional environment of an emerging economy (EE), Zambia. The research is necessitated due to the increased presence and influence of donor institutions whose information needs may not conform to the needs of local citizens in many EEs.

The study draws on institutional pluralism and Ekeh’s post-colonial theory of “two publics” to depict pluralistic environments that are typical of EEs. Primary data were collected through semi-structured interviews with 33 respondents drawn from the main stakeholder groups involved in health service delivery including legislators, policy makers, regulators, healthcare professionals and health service managers. Data analysis took the form of thematic analysis which involved identifying, analysing and constructing patterns and themes implicit within the data that were deemed to address the study’s research questions.

Findings indicate that Zambia’s institutional environment within the health sector is highly fragmented and pluralistic as reflected by the multiplicity of both internal and external stakeholders. These stakeholder groups equally require different reporting mechanisms to fulfil their information expectations.

The multiple reporting practices evident within the health sector entail that the effectiveness of health programmes may be compromised due to the fragmentation in goals between government and international donor institutions. Rather than pooling resources and skills for maximum impact, these practices have the effect of dispersing performance efforts with the consequence of compromising their impact. Fragmented reporting equally complicates the work of policy makers in terms of monitoring the progress and impact of such programmes.

Beyond Goddard et al. (2016), the study depicts the usefulness of Ekeh’s theory in understanding how organisations and institutions operating in pluralistic institutional environments may be better managed. In view of contradictory expectations of accounting and performance reporting requirements between the civic and primordial publics, the study indicates that different practices, mechanisms and structures have to be embraced in order to maintain institutional harmony and relevance to different communities within the health sector.

As COVID-19 outbreak has created a global crisis, treating patients with minimum resources and traditional methods has become a hectic task. In this technological era, the rapid growth of coronavirus has affected the countries in lightspeed manner. Therefore, the present study proposes a model to analyse the resource allocation for the COVID-19 pandemic from a pluralistic perspective.

The present study has combined data analytics with the K-mean clustering and probability queueing theory (PQT) and analysed the evolution of COVID-19 all over the world from the data obtained from public repositories. By using K-mean clustering, partitioning of patients’ records along with their status of hospitalization can be mapped and clustered. After K-mean analysis, cluster functions are trained and modelled along with eigen vectors and eigen functions.

After successful iterative training, the model is programmed using R functions and given as input to Bayesian filter for predictive model analysis. Through the proposed model, disposal rate; PPE (personal protective equipment) utilization and recycle rate for different countries were calculated.

Using probabilistic queueing theory and clustering, the study was able to predict the resource allocation for patients. Also, the study has tried to model the failure quotient ratio upon unsuccessful delivery rate in crisis condition.

The study has gathered epidemiological and clinical data from various government websites and research laboratories. Using these data, the study has identified the COVID-19 impact in various countries. Further, effective decision-making for resource allocation in pluralistic setting has being evaluated for the practitioner's reference.

Further, the proposed model is a two-stage approach for vulnerability mapping in a pandemic situation in a healthcare setting for resource allocation and utilization.

Briefly reviews the concept of information technology and its relationship to various forms of telecommunication services. Discusses the role of the telephone, integrated services digital network (ISDN), freephone numbers, facsimile (FAX), electronic mail, voice messaging, voice mail, video‐conferencing, videophones, and audio‐conferencing.

The recent move towards system‐wide diversity in the Israeli educational system has made the structure of public schools increasingly complex and fragmented, and has greatly influenced many aspects of the principalship. Today, principals in public schools are moving towards a dynamic definition of their role. Principals are being required to move from being routine‐managers to leader‐managers. This role change is reflected in four pivotal areas including: resource allocation, organizational framework, governing system and market structure. Contrary to traditional roles, Israeli principals are increasingly required to be environmental managers who mobilize resources and manage professional organizations with pluralistic governing systems in a competitive market structure. The success of local school initiatives depends upon principals′ abilities to adapt their roles to new realities inherent in such dynamic, diverse school networks.

The extreme demographic misrepresentation of organisations is a key business and societal issue in South Africa (SA). The purpose of this paper is to provide organisations that are committed to the creation of a diverse and inclusive environment with key considerations that need to be managed in order to create more diverse drive transformation.

This research uses a combination of quantitative and qualitative techniques to gain an understanding of the elements that need to be managed to enhance perception of inclusion in the SA workplace.

The study finds that key inclusion elements that need to be transformed at an organisational level include “senior leadership”, “organisation climate”, “organisational belonging”, “communication” and “transparent recruitment, promotion and development”. At an interpersonal level or relational level, inclusion components include respect and acceptance, the “line manager/subordinate relationship” (which includes the subordinates experience of dignity, trust and recognition), “engagement” which includes decision-making authority and access to information, and finally the “individual's relationship with the organisation's vision and values”. Finally, at an individual level, factors which influenced inclusion, and therefore required attention in recruitment or management were “personality”, “locus of control”, self-confidence which includes self-esteem and “power”.

While this research facilitated “deep” insight into the diversity and inclusion components, this study could have been enriched through exploring diversity and inclusion in other organisational contexts. Second, while the InclusionIndex™ survey provided a useful base measure of inclusion for this research, the use of a survey as the primary research tool might have been leading to the respondents. Third, because the InclusionIndex™ survey was used as the exploratory tool, and was the respondents’ first exposure to the diversity and inclusion terminology, the survey became the informal frame of reference for diversity and inclusion, and thus might have influenced the focus group discussion and semi-structured interview responses.

Using these diversity and inclusion considerations, leaders of pluralistic and multicultural organisations can focus their attention on developing inclusion areas that are weak and require more consideration. Second, this research aims to establish that inclusion extends beyond recruitment of diverse individuals to a process driven at organisational, interpersonal and individual levels.

These management considerations are important and valuable because they can be used to guide systemic change in organisations, driven at organisational, interpersonal and individual levels. This approach will help organisations to move beyond employment equity compliance, to a commitment to multicultural diverse and inclusive organisations.