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While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of the psychological contract, i.e. perceived mutual obligations between employee and employer. The purpose of this paper is to identify how leadership and organizational integration measures can be implemented to promote the perceived insider status (PIS) of indigenous employees, thereby fostering fulfillment of the psychological contract.

A search for relevant literature yielded 128 texts used to identify integration measures at the level of employee–supervisor relationships (leader-member exchanges, inclusive leadership) and at the level of employee–organization relationships (perceived organizational support, pro-diversity practices).

Measures related to leadership included recruiting qualified leaders, understanding cultural particularities, integrating diverse contributions and welcoming questions and challenges. Organizational measures included reaching a critical mass of indigenous employees, promoting equity and participation, developing skills, assigning meaningful tasks, maintaining good work relationships, facilitating work-life balance, providing employment security, fostering support from communities and monitoring practices.

While PIS has been studied in western and culturally diverse contexts, it has received less attention in indigenous contexts. Yet, some indigenous cultural values are incompatible with the basic assumptions of mainstream theories. Furthermore, colonial policies and capitalist development have severely impacted traditional indigenous economic systems. Consequently, indigenous people are facing many barriers to employment in ways that often differ from the experiences of other minority groups.

Although the study of factors that promote employee well-being is not a new research area, the impact of managerial caring and perceived insider status on subjective employee well-being is a relatively new and unexplored area within the management literature. Therefore, this study examined the relationship between managerial caring and subjective employee well-being while considering the mediating effect of perceived insider status. Based on social identity theory, the study hypothesized that perceived insider status mediates the link between managerial caring and subjective employee well-being.

The study analyzed data from 193 employees working across various industries in the United Arab Emirates using Process Macro Model 4.

The findings revealed a positive relationship between managerial caring and employee well-being, which was influenced by the mediating effect of perceived insider status.

The study’s results, which shed light on the process by which managerial caring positively affects employee well-being, provide valuable insights for developing a caring workplace. The findings make a significant contribution to the literature on managerial caring by explaining how the mediating role of perceived insider status influences the relationship between managerial caring and subjective employee well-being.

The purpose of this article is to examine the communicative factors that facilitate or hamper the development of an inclusive work environment with an emphasis on the communication about equality, diversity, and inclusion (EDI), while taking diversity characteristics of employees into account.

In total, 84 persons employed in Austria and Germany, who feature various observable and non-observable diversity characteristics, were interviewed following a problem-centered approach.

The results indicate that employees with (observable) diversity characteristics, who tend to feel less included, observe more excluding and marginalizing communication and practices in their organizations. Moreover, formal interpersonal communication appears to be more important to develop a highly inclusive workplace than informal interpersonal communication and other forms of communication about EDI.

The sample was rather imbalanced and comprised only employees in Austria and Germany, which limits the study's explanatory power. However, the findings stress the significance of formal interpersonal communication as the cornerstone of an inclusive workplace, which should be followed up in future research.

In terms of the development of an inclusive work environment the findings suggest that strategic (i.e. formal) organizational communication about EDI issues is key to increase the perception of inclusion.

This paper contributes to the literature by demonstrating the importance of interpersonal communication as a key factor that facilitates, but also hampers an inclusive work environment.

The aim of this article is to examine how professionals within Dutch sports media give meaning to racial/ethnic diversity in the organization and reflect on the use of racial stereotypes in sports reporting.

Ten in-depth interviews with Dutch sports media professionals have been conducted to obtain the data. Respondents had a variety of responsibilities within different media organizations in the Netherlands. The authors used thematic analysis supplemented with insights from critical discourse analysis to examine how sports media professionals give meaning to racial/ethnic diversity and the use of racial/ethnic stereotypes.

The following main themes emerged from the analysis of the interviews: (1) routines within the production process, (2) reflections on lack of diversity on the work floor and (3) racial/ethnic stereotyping not seen as an issue. Generally, journalists showed paradoxical views on the issue of racial/ethnic diversity within sport media production dismissing it as a non-issue on the one hand while also acknowledging there is a lack of racial diversity within sport media organizations. Results will be placed and discussed in a wider societal and theoretical perspective.

By focussing on the under-researched social group of sport media professionals in relation to meanings given to race and ethnicity in the production process, this research provides new insights into the role of sports media organizations in (re)producing discourses surrounding race/ethnicity in multi-ethnic society and the operation of whiteness in sports media.

The study aims to analyze consumer reaction to counterintuitive communication linked to the LGBTQIAP+ cause.

The theoretical framework focused on marketing communication, counterintuitive communication and the insertion of the LGBTQIAP+ issue in them. A hypothetical-deductive approach was adopted, carried out through an online experiment with a factorial design 2 (high involvement product − wedding ring × low involvement − perfume) × 2 (homosexual couple − counterintuitive × heterosexual − intuitive), with two subsequent steps: eye tracker collection (n = 21) and questionnaire application (n = 136).

It was possible to attest to the differences between traditional (intuitive) and counterintuitive marketing communications, identified both in terms of visualizations and fixations (eye tracking), and objective responses (online questionnaire), finding more positive consumer behavior in the case of counterintuitive communication with insertion of the LGBTQIAP+ cause.

Marketing communication has great potential to create “new/other” values and worldviews, thus having an important role in social responsibility that goes beyond the marketing sphere. Precisely in this context, the study contributes to endorse the literature concerning counterintuitive communication, reinforcing the increasing importance and favorable scenario for its practice, as well as highlighting its importance as an efficient marketing strategy.

The study extends the understanding of counterintuitive communication with the scope of an investigation linked to the LGBTQIAP+ cause, especially from the perspective of the receiving public, the consumers. Furthermore, it advances in the sense of aggregating empirical evidence by means of both exploratory (with neuroscientific technique as eye tracking) and explanatory factors.

An individual engages in a façade of conformity by attempting to appear to embrace their organization's values when, in truth, they do not. While numerous studies investigate the negative outcomes associated with facades of conformity, fewer studies consider its antecedents. Therefore, this study aims to investigate the association between diversity-related influences – including individuals' beliefs, other unit members' beliefs, unit gender diversity and unit racial diversity – and individuals' propensities to engage in a façade of conformity.

This paper administered an online survey to 2,122 employees nested within 151 units located at a hospital site located in the southeastern United States. Hierarchical linear modeling and relative weights analyses were used to test the study hypotheses which aimed to determine how objective diversity and perceptions associated with diversity increase or diminish facades of conformity.

In this paper individuals' and other unit members' beliefs that their organization values diversity were negatively associated with facades of conformity; however, there was a positive association between unit gender diversity and facades of conformity. There were no statistically significant associations involving unit racial diversity or interactive effects. Overall, the results indicate that it is less likely that employees will engage in façades of conformity when diversity is valued within organizations.

By further expanding understanding of the concept of façades of conformity within the humanities and social sciences literature, this study highlight the importance of allowing and encouraging employees to “be themselves.”

The Women in Leadership Development (WLD) Initiative is a year-long, multifaceted co-curricular leadership development opportunity created to support the unique developmental needs of emerging women leaders. WLD was intentionally designed around the context of second-generation gender bias with a firm grounding of research and theory on gender and leadership.

Organized around three leadership pathways – leadership training, leadership coaching, and leadership support networks – WLD brings together the best practices of leadership development in combination with feminist pedagogy and critical perspectives to foster meaningful and impactful development of women leaders.

This paper describes the design of the initiative and how each leadership pathway supports the leadership development journey for emerging women leaders. It provides a model that is impactful as well as foundational, for undergraduate women’s leadership development.

Women leaders, in particular, can benefit from leadership development that takes gender into account (DeFrank-Cole & Tan, 2022a; Ely et al., 2011).

This study investigates the link between diversity in management and CEO positions and firm innovation. The purpose of this paper is to examine the effect that women and ethnic diversity in management and CEO positions have on the development of outstanding innovation in firms.

This paper conducts an empirical analysis to investigate these relationships over time using a large panel database of 1,345 publicly US traded firms.

Results revealed that gender and ethnic diversity at all levels of management exhibited a robust positive association with superior innovation competence. This finding remains robust when alternative proxies for innovation are employed. In contrast, the authors found that women and ethnic minorities at the CEO level had no significant influence.

Considering an output measure of innovation, the authors explore the effect of gender and ethnic minority groups in management positions as well as at the CEO level, rather than focusing only on top management teams or board of directors. The authors offer new practical insights regarding the manager selection process that are also useful to support public policy initiatives.