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The purpose of this paper is to extend investigation of differences in job performance related ratings across racial and ethnic groupings by comparing predictions derived from the theories of similarity‐attraction and social categorization with predictions derived from leader‐member exchange theory.

Survey data are secured from 91 matched pairs (managerial level subordinates and immediate supervisor) secured in a field study of 17 employers of choice in the geographical area served by a metropolitan university in the USA. A moderated hierarchical regression is performed to test the two original hypotheses, and a chi‐square analysis tests a third hypothesis evolving from the data.

Examination of data reveals that supervisor and subordinate racial demographics are weak predictors of measures of subordinate performance. Measures of leader‐member exchange make any contributions attributed to racial demographics insignificant.

This research is subject to all the concerns associated with field studies and quasi‐experiments.

Since high quality exchange between supervisor and subordinate is a track inward to the central core of the management system and upward mobility, this study points to the value of providing all managers and all subordinates exposure to and instruction in how to initiate and maintain a high quality social exchanges across racial and ethnic groupings.

While null results such as reported in this study are not typically found in the literature, they should spark additional theory development especially when the research methods used are robust.

Facilitating members' continual participation in a community is crucial for ensuring the community's long-term survival. However, knowledge regarding whether member similarity is related to member participation and the mechanism underlying this relationship is limited. Drawing on similarity–attraction, social exchange and social identity theories, this study explored the influences of different facets of similarity (i.e. value, personality and goal similarity) on group norm conformity, group identity and social participation.

Data were collected from 444 Taiwanese members of social networking sites (SNSs), and structural equation modeling was employed to examine the hypothesized relationships.

The results revealed that value similarity directly affected group norm conformity but did not directly affect group identity; personality similarity influenced group identity but not group norm conformity. Goal similarity had positive influences on group norm conformity and group identity. Moreover, group norm conformity had direct and positive influences on group identity and social participation; group identity also had a positive influence on social participation.

On the basis of the aforementioned findings, this study contributes to the understanding of factors facilitating SNS members' participation from the perspective of similarity. These findings can serve as a reference for SNS administrators to facilitate social participation by emphasizing member similarity.

AI-driven product recommendation chatbots have markedly reduced operating costs and increased sales for marketers. However, previous literature has paid little attention to the effects of the personality of e-commerce chatbots. This study aimed to examine the ways that the interplay between the chatbot's and the user's personality can increase favorable product attitudes and future intentions to use the chatbot. Based on prior literature, we specifically focused on the degree of extroversion of both chatbot and user.

A total of 291 individuals participated in this study. Two different versions of chatbot were created for this study (i.e. extroversion: high vs. low). Participants self-reported their degree of extroversion. The PROCESS macro Model 1 and Model 7 with the Johnson–Neyman technique were employed to test the hypotheses.

The results showed that the high extroversion chatbot elicited greater user satisfactions and perceptions of chatbot friendliness among users with a high level of extroversion. On the contrary, the low extroversion chatbot resulted in greater user satisfactions and perceived chatbot friendliness among users with a low level of extroversion. This study further found that user satisfactions and perceived chatbot friendliness mediated the effects of the chatbot on greater intentions to use the chatbot and more favorable product attitudes.

By showing the effects of matching the personality of the chatbot and user, this study revealed that similarity-attraction effects also apply to human–chatbot interaction in e-commerce. Future studies would benefit by investigating the similarity-attraction effects in different characteristics, such as appearance, opinion and preference. This study also provides useful information for e-commerce marketers and chatbot UX/UI designers.

How diversity in management boards affects employer attractiveness has yet to be fully clarified. This paper aims to contrast the two main theoretical rationales – similarity attraction and diversity attraction – and examines whether potential employees are more attracted to an organization with a homogenous board (in terms of gender and ethnicity) or to an organization with a diverse board.

Participants (N = 629) were simultaneously presented with two pictures of management boards, whereby the gender and ethnic composition of the boards were manipulated. Moreover, to examine whether social desirability influences the ratings of an organization’s attractiveness, survey anonymity was varied using an indirect questioning technique.

The findings supported the diversity attraction rationale: organizations with gender-balanced, multicultural boards were seen as more attractive than organizations with monolithic boards. However, this effect seemed to be influenced – at least partially – by social desirability.

Additional research is needed to examine the extents to which people care about the degree of similarity between themselves and a management board.

The findings illustrate board composition as an employer branding strategy. Specifically, the results indicate that an organization can benefit from a diverse management board when this information is communicated to applicants.

People’s attitudes toward organizations with diverse boards seem – in part – to be rooted in their motivation to comply with social norms.

Theoretical accounts (similarity attraction theory vs diversity attraction) lead to somewhat contradicting predictions, and the available empirical evidence was rather indirect and correlational. This study provides a controlled empirical investigation contrasting the two contradicting predictions.

The increasing diversity among workforces – as well as the increasing diversity among patient populations served – offers a variety of opportunities and potential pitfalls for healthcare organizations and leaders. To unravel this complexity, the authors aim to holistically understand how to maximize provider and patient experiences regardless of (1) the degree to which diversity is present or lacking, and (2) the type(s) of diversity under consideration.

This conceptual paper develops a framework that combines three organizational behavior theories – emotional labor theory, similarity-attraction theory and climate theory – with evidence from the broader healthcare literature.

Authentic interactions yield positive outcomes for providers (i.e. improved job attitudes and work-related well-being) and patients (i.e. patient satisfaction) and acts as a mediator between demographic diversity and positive outcomes. Demographic similarity facilitates authentic interactions, whereas demographic diversity creates an initial barrier to engaging authentically with others. However, the presence of a positive diversity climate eliminates this barrier.

The authors offer a conceptual model to unlock positive outcomes – including reduced absenteeism, better morale and improved patient satisfaction – regardless of the level and types of diversity present within the workforce. In addition to deriving an agenda for future research, the authors offer practical applications regarding how diversity can be more effectively managed and promoted within healthcare organizations.

Diversity management has gained researchers' and practitioners' attention because of its competitive advantage and performance outcomes in an organization. Despite increasing literature, there is no common understanding of the evolution and intellectual structure of diversity management. Therefore, this study aims to identify the leading works and analyze the changes in diversity management research's knowledge structure.

This study adopts a novel approach using bibliometric methods to analyze the 785 papers published between 1990 and 2019. Bibliometric analysis is applied to identify the seminal work using the bibliometrix package.

The bibliometric network visualization findings have highlighted the most influential works, prominent authors, theoretical insights, current research trends and gaps. Several clusters are extracted from bibliometric networks, and cluster analysis has integrated the different unconnected subfields and highlighted the major theme explored in diversity management research.

This is the first bibliometric study that explored the intellectual structure of diversity management research. This study has provided theoretical and practical contributions for academicians and human resource practitioners and suggested future research avenues.

Drawing on social exchange and similarity attraction theories, the purpose of this paper is to explore the effect of soft attributes (e.g. social and relational attributes) on hard attributes (e.g. core attribute performance) in a high contact service context, namely in the hair care service environment.

This research extends the key mediating variable model (KMVM) of Morgan and Hunt by hypothesising that, while trust fully mediates the effect of soft attributes on loyalty, trust only partially mediates the effect of hard attributes on loyalty. Data were collected using the critical incident technique from 176 students.

Supports the fully mediating role of trust for soft attributes and a partially mediating role of trust for hard attributes.

Future research should test the model in contexts that involve less employee‐customer contact and interaction.

The study underscores the practical importance of investing in non‐core (soft attributes such as social and relational attributes that focus on social bonding) attributes in addition to core attributes (hard attributes such as performance excellence of key service delivered) in service marketing.

The workforce is becoming increasingly diverse and yet leadership research has lagged behind this trend. In particular, theory links leader-member exchange (LMX) to the development of racially diverse leaders (e.g. Scandura and Lankau, 1996). Yet, there remains a need for empirical evaluation of this premise. The paper aims to discuss these issues.

In this paper, results of two studies of the effects of leader-member diversity on the LMX dimensions of professional respect, affect, loyalty, and contributions were examined. In the first study, supervisor-subordinate dyads in an applied work setting were examined, while in the second study a laboratory study was used.

Results in Study 1 indicated that cross-race and minority dyads reported different LMX attributes of professional respect, affect, loyalty and contributions compared with dyads where both members were of the racial majority. In Study 2, racial compositions of dyads was not associated with reported differences in LMX relationships, but was associated with differences in task performance.

This research provides the first systematic examination of the influence of racial diversity on LMX in a leader-follower dyad. As such, this work provides an important reference point in which future research on LMX and diversity can build. Such efforts will help future organizational leaders better navigate the increasingly diverse workplace.

The purpose of this exploratory paper is to examine cross‐cultural perception and cooperation between black, Curaçaoan and white Dutch police officers in The Netherlands. It also compares the findings with similar research carried out in the Dutch Internal Revenue Service.

The paper is a multiple ethnographic case study using participant observation, interviews and literature review.

The paper finds a problematic cooperation between black Curaçaoans and white Dutch in the police. These are based neither on cultural differences nor on the traditional white, male organization type; instead, they are related to the specific, organizational culture in the police and the hierarchical position of both groups in the organization.

This paper shares the general limitations of case‐study research. However, the findings allow one to draw conclusions beyond this limited population and challenge researchers to engage in further study on cross‐cultural cooperation in relation to organizational culture and to more general theories on in‐group versus out‐group behaviour. This line of research could focus on different ethnic groups, as well as other countries and organizations, and introduce longitudinal studies.

The paper shows that the depth of the troublesome cross‐cultural cooperation and the role of organizational culture can help police managers and administrators in decisions involving research, training, management and evaluation.

The paper sees that, with most research in this area based on studies in the USA and UK and limited to the police force as such, this paper fills a gap in examining cross‐cultural perception and cooperation in The Netherlands, including a comparative analysis with a similar government organization. The work also adds to the growing body of qualitative research and gives voice to officers at work in a multicultural police force.

Successful developers need to manage a large number of cooperation partners and find innovative solutions for specific tasks, as each real estate project is somehow unique. Thus, the question arises as to whether intelligent group formation for real estate development calls for more or rather less diverse project groups.

This paper aims to test the impact of group diversity on overall group performance with a unique data set. The authors collected the results of 150 project assignments from real estate executive education students at the IREBS Real Estate Academy from 2010 until 2016.

The authors find that group results were impacted positively for groups with disparity in work experience and ability. Differences in sex and age did not yield any measurable impact, neither positive nor negative.

To the best of the authors’ knowledge, this is the first time that the relationship between work group diversity and group performance was tested for real estate educational projects. The authors believe that the results are highly relevant for all university work, for which teams have to cooperate on complex rather than basic assignments and problems. Moreover, they are the first to develop a framework that combines diversity theories with a clear distinction between three diversity concepts.