Search results

The purpose of this paper is to present a heuristic model to better understand the inherently paradoxical and concomitant positive and negative organizational outcomes associated with demographic diversity and value congruence in organizations. It further illustrates the resultant organizational dynamics that result from shifting levels of diversity and value congruence.

This paper adopts the supply and demand heuristic from the economics discipline and further develops the diversity and similarity curves (DSC) model proposed by Ofori-Dankwa and Julian. Further, this analysis is carried out from both short-run (static) and long-run (dynamic) perspectives.

This study illustrates how different levels of organizational diversity and value congruence (reflected by diversity and similarity curves respectively) could concurrently result in both positive and negative levels of organizational creativity and competitiveness.

As a heuristic, this study's model is a simplistic representation of the inherently complex set of relationships and outcomes that are associated with paradox in a social setting.

This model has managerial utility for explaining how different levels of diversity in an organizational setting could potentially have different positive and negative outcomes.

This study unpacks the implications of different levels of diversity in an organizational setting and sheds original light on the dynamic nature of virtuous and vicious organizational cycles associated with diversity.

This chapter seeks to theoretically answer the question: under which circumstances do groups succeed under female leadership? Further, is it possible to conceptualize the engineering of groups such that group success under female leadership is a likely outcome?

In this chapter, I draw on identity control theory (Burke & Stets, 2009; Stets & Burke, 2005) and role congruity theory (Eagly, 2003) to discuss the implications for female leaders of the discrepancy between the female gender identity and the leader identity. Next, I draw upon status characteristics theory (Berger et al., 1972) to further illustrate the negative consequences of being a female leader. Then, drawing on group processes research, I make the explicit link between the negative expectations for female leaders on group performance through the endorsement of group members. Finally, I utilize innovative research using institutionalization of female leadership to propose a possible solution for improving group performance.

I present nine testable hypotheses ready for empirical test.

I propose that training materials underscoring the skills that females have as leaders can subvert the development of conflictual expectations facing female leaders, thus removing the deleterious effects on group performance. That is, if group members receive training that emphasizes the competencies and skills women bring to the group’s task and to the leadership role, then group performance will not be threatened.

Against the prevalent assumption that the United States is and has been a nation-state, this article proposes to reconceptualize it as an empire-state, a state encompassing hierarchically differentiated spaces and peoples. In addition to being descriptively more apt, an empire-state approach provides a firmer basis for understanding the United States as a racial state, a state of white supremacy. Drawing on evidence from constitutional law, I examine the early development of the U.S. empire-state, the long 19th century. The article demonstrates how U.S. state formation has always entailed the racial construction of colonial spaces, specifically “territories” and American Indian lands. Through an extended consideration of Dred Scott v. Sandford, the 1857 Supreme Court case associated almost exclusively with African Americans and hardly ever with empire, I argue for a unified framework to analyze the different but linked racial subjections of colonized and noncolonized peoples. The article concludes with several implications of an empire-state approach to the United States.