Search results

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.

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual- and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and themes gleaned from work in each domain, and note the limitations of diversity climate research. Finally, we highlight the domains of uncertainty regarding diversity climate research, and offer recommendations for future work that can enhance knowledge of diversity climate effects on organizational outcomes.

The purpose of this two-part paper is to explore the relationship between multiculturalism and performance, and attempt to reconcile some of the varying points of views, in order to suggest practical implications for managers in the workplace.

A review of the literature regarding both diversity and performance was performed. Next, the focus was on the relationship specifically between racial-ethnic diversity and performance. To show the relevance of the paper, materials dedicated to Canadian population and immigration was included.

It is still somewhat inconclusive whether diversity can have a definite positive or negative impact on organizational performance. The literature reviewed shows that authors have differing opinions. One element appears to be clear: diversity of itself does not necessarily bring benefit. For a diverse group to perform well, it must be well managed. Diversity remains an underused tool that managers have yet to learn to utilize.

At the time of writing, there was not a significant amount of published material on the direct relationship between multiculturalism and performance. This paper attempts to gather and make sense of the various views formalized thus far and puts forth a new question of how to turn multiculturalism in the workplace into an asset for organizations.

Managers still do not agree on how to take full advantage of diversity. As the Canadian workforce becomes more and more diverse, so increases the importance of addressing and answering this question in practical terms. Especially facing the increased globalization of corporations, taking advantage of the untapped potential that resides in a culturally diverse work team should be at the top of every international company’s goals.

The importance of studying the relationship between multiculturalism and performance is crucial because in developed countries like Canada organizations are becoming increasingly culturally diverse. Much has been written about the effect of group diversity on conflict and creativity, on the performance of heterogeneous groups vs homogeneous groups, on organizational commitment among ethnic minorities, and on self-fulfilling performance expectations.

This paper is a useful source for managers interested in understanding the real value of diversity in the workplace, as well as for researchers studying the relationship between corporate diversity and corporate performance.

The purpose of this paper is to explore the relationship between multiculturalism and performance, and attempt to reconcile some of the varying points of views, in order to suggest practical implications for managers in the workplace.

A review of the literature regarding both diversity and performance was performed. Next, the focus was on the relationship specifically between racial-ethnic diversity and performance. To show the relevance of the paper, materials dedicated to Canadian population and immigration was included.

It is still somewhat inconclusive whether diversity can have a definite positive or negative impact on organizational performance. The literature reviewed shows that authors have differing opinions. One element appears to be clear: diversity of itself does not necessarily bring benefit. For a diverse group to perform well, it must be well managed. Diversity remains an underused tool that managers have yet to learn to utilize.

At the time of writing, there was not a significant amount of published material on the direct relationship between multiculturalism and performance. This paper attempts to gather and make sense of the various views formalized thus far and puts forth a new question of how to turn multiculturalism in the workplace into an asset for organizations.

Managers still do not agree on how to take full advantage of diversity. As the Canadian workforce becomes more and more diverse, so increases the importance of addressing and answering this question in practical terms. Especially facing the increased globalization of corporations, taking advantage of the untapped potential that resides in a culturally diverse work team should be at the top of every international company’s goals.

The importance of studying the relationship between multiculturalism and performance is crucial because in developed countries like Canada organizations are becoming increasingly culturally diverse. Much has been written about the effect of group diversity on conflict and creativity, on the performance of heterogeneous groups vs homogeneous groups, on organizational commitment among ethnic minorities, and on self-fulfilling performance expectations.

This paper is a useful source for managers interested in understanding the real value of diversity in the workplace, as well as for researchers studying the relationship between corporate diversity and corporate performance.

This paper aims to draw on insights from team learning theory and stakeholder theory to examine the influence of board composition on firms’ stakeholder management practices. The authors posit that board diversity is likely to enhance stakeholder management by shaping organizational goals by placing emphasis on the interests of a wide variety of stakeholders and providing firms with relevant knowledge to enhance their ability manage these interests. The authors further theorize on the moderating role of boards’ learning environment, which they conceptualized as an important complementary governance-related factor, likely to further boards’ ability to enhance stakeholder management.

The authors test these predictions using the generalized estimating equations (GEE) technique on a panel of S&P 500 firms observed from 2001 to 2011.

The findings provide evidence that more diverse boards in terms of gender, nationality and race/ethnicity are generally associated with more effective stakeholder management. Further, the findings also suggest that boards’ co-working experience moderates the relationship between gender and national diversity and stakeholder management.

While corporate governance research surveys many strategic implications of board composition, limited attention has been paid to the interplay of board characteristics with stakeholder management. This study is among the first to the authors’ knowledge to explore the impact of board diversity on stakeholder management using team learning research, thus drawing attention to the role of boards’ co-working experience in shaping their ability to impact firms’ outcomes.

According to the Census, racial/ethnic minority populations are growing at such a fast rate that by 2050 more than 50% of the population will belong to a minority group (US Census, 2001). The increasing diversity of the U.S. population is one of the many changes that health care delivery organizations need to proactively address in order to better serve their community and improve their performance. In this paper, we argue that cultural competency not only is important from a societal perspective, i.e., reducing health disparities, but can also be a strategy for health care organizations to improve quality, lower cost, and attract customers. We provide detailed recommendations for health care leaders and managers to adopt in order to successfully serve a diverse patient population.

To show how companies that address gender diversity issues as business issues, not just as human resources issues, will reap rewards both inside and outside the company. Also, to show how business schools can make a significant contribution toward the understanding of diversity as a business issue.

First, women's corporate managerial roles are examined: the economic and social reasons to focus on gender diversity and the costs of companies’ failure to address diversity issues, specifically, turnover and retention. Next, women's roles as consumers are studied. Finally, women's roles as business students are looked at, specifically, the negative stereotypes reinforced in business school and carried into the workplace. The study concludes with examples of programs developed by Avon Products and Deloitte and Touche, LLP, to address diversity issues.

Provides statistics on women's workforce participation, costs of corporate turnover, women's earned college and graduate degrees. Identifies the key barriers to female career advancement; discusses the role of female consumers and business owners; provides company examples and case studies that illustrate the successful integration of women into academic and corporate life.

Only Stanford and Harvard Business school cases are looked at, although the latter is the largest producer of case studies used in business schools. One of the two longer corporate examples discusses diversity strategies in Avon Mexico which may limit its relevance to other US companies.

Good source for bibliography on corporate and academic diversity. Particularly useful for corporate human resources professionals and women about to enter business school or start their first corporate job. Also useful for researchers/academics writing business school case studies.

Presents a strong case for the retention and development of corporate women as well as the need for business school cases to model behavior and modify negative attitudes toward women in business.

Using survey data of nonprofit board members from racial/ethnic minority groups, the purpose of this paper is to investigate how the three work group perspectives toward diversity theorized by Ely and Thomas (2001) – discrimination-and-fairness (P1), access-and-legitimacy (P2), and integration-and-learning (P3) – are associated with minority group members’ inclusion experiences.

The paper investigates how an organization's motivations for board diversity, as perceived by racial/ethnic minority board members, drive various organizational- and board-level practices and behaviors, and ultimately impact their experience of inclusion. The paper uses two different operationalizations of the diversity perspectives to assess their impact on minority board members’ inclusion experiences. The hypothesized model was tested using partial least squares analyses on the responses of 403 racial/ethnic minority nonprofit board members.

Regardless of the measure used, racial/ethnic minority board members experienced increased feelings of inclusion as the perceived operating perspective for board diversity changed from P1 to P2 to P3, while concurrently the mediating factors influencing inclusion experiences changed in significance. Findings support the importance of the integration-and-learning perspective for the experience of inclusion by racial/ethnic minority board members.

Findings indicate that organizations that employ an integration-and-learning approach to diversity and focus on encouraging their majority group members to engage in inclusive behaviors, rather than on policies and procedures, will engender the racial/ethnic minorities’ experience of inclusion.

The paper quantitatively investigated how three organizational diversity paradigms are associated with the individual inclusion experiences of minority nonprofit board members.

This chapter adopts a functional perspective of affect to organize, discuss, and synthesize the chapters of this volume. According to functional accounts of affect, emotions and moods help groups to solve their most important problems – problems such as maintaining cohesion, allocating roles and responsibilities among group members, facilitating clear intragroup communication, motivating selflessness, and coordinating collective action. The chapters of this volume are diverse in focus, yet they all extend our understanding of how and when affective phenomena help groups to solve these problems, and when they fail to do so. At the same time, they point to new and exciting directions for future research on the functions and dysfunctions of affect in groups.