Muhammad Ali

Bio: Muhammad Ali is an academic researcher from Queensland University of Technology. The author has contributed to research in topics: Gender diversity & Diversity (business). The author has an hindex of 13, co-authored 57 publications receiving 844 citations.

Board Age and Gender Diversity: A Test of Competing Linear and Curvilinear Predictions

Abstract: The inconsistent findings of past board diversity research demand a test of competing linear and curvilinear diversity–performance predictions. This research focuses on board age and gender diversity, and presents a positive linear prediction based on resource dependence theory, a negative linear prediction based on social identity theory, and an inverted U-shaped curvilinear prediction based on the integration of resource dependence theory with social identity theory. The predictions were tested using archival data on 288 large organizations listed on the Australian Securities Exchange, with a 1-year time lag between diversity (age and gender) and performance (employee productivity and return on assets). The results indicate a positive linear relationship between gender diversity and employee productivity, a negative linear relationship between age diversity and return on assets, and an inverted U-shaped curvilinear relationship between age diversity and return on assets. The findings provide additional evidence on the business case for board gender diversity and refine the business case for board age diversity.

The gender diversity–performance relationship in services and manufacturing organizations

Abstract: Empirical findings on the link between gender diversity and performance have been inconsistent. This paper presents three competing predictions of the organizational gender diversity–performance relationship: a positive linear prediction derived from the resource-based view of the firm, a negative linear prediction derived from self-categorization and social identity theories, and an inverted U-shaped curvilinear prediction derived from the integration of the resource-based view of the firm with self-categorization and social identity theories. This paper also proposes a moderating effect of industry type (services vs. manufacturing) on the gender diversity–performance relationship. The predictions were tested in publicly listed Australian organizations using archival quantitative data with a longitudinal research design. The results show partial support for the positive linear and inverted U-shaped curvilinear predictions as well as for the proposed moderating effect of industry type. The curvilinear rel...

The gender diversity-performance relationship in services and manufacturing organizations

Abstract: Empirical findings on the link between gender diversity and performance have been inconsistent This paper presents three competing predictions of the organizational gender diversity-performance relationship: a positive linear prediction derived from the resource-based view of the firm, a negative linear prediction derived from self-categorization and social identity theories, and an inverted U-shaped curvilinear prediction derived from the integration of the resource-based view of the firm with self-categorization and social identity theories This paper also proposes a moderating effect of industry type (services vs manufacturing) on the gender diversity-performance relationship The predictions were tested in publicly listed Australian organizations using archival quantitative data with a longitudinal research design The results show partial support for the positive linear and inverted U-shaped curvilinear predictions as well as for the proposed moderating effect of industry type The curvilinear relationship indicates that different proportions of organizational gender diversity have different effects on organizational performance, which may be attributed to different dynamics as suggested by the resource-based view and self-categorization and social identity theories The results help reconcile the inconsistent findings of past research that focused on the linear gender diversity-performance relationship The findings also show that industry context can strengthen or weaken the effects of organizational gender diversity on performance

Board age and gender diversity : a test of competing linear and curvilinear predictions

Abstract: The inconsistent findings of past board diversity research demand a test of competing linear and curvilinear diversity–performance predictions. This research focuses on board age and gender diversity, and presents a positive linear prediction based on resource dependence theory, a negative linear prediction based on social identity theory, and an inverted U-shaped curvilinear prediction based on the integration of resource dependence theory with social identity theory. The predictions were tested using archival data on 288 large organizations listed on the Australian Securities Exchange, with a 1-year time lag between diversity (age and gender) and performance (employee productivity and return on assets). The results indicate a positive linear relationship between gender diversity and employee productivity, a negative linear relationship between age diversity and return on assets, and an inverted U-shaped curvilinear relationship between age diversity and return on assets. The findings provide additional evidence on the business case for board gender diversity and refine the business case for board age diversity.

Perceived corporate social responsibility and pro‐environmental behaviors: The role of organizational identification and coworker pro‐environmental advocacy

Abstract: Despite research suggesting that pro-environmental behaviors offer a range of positive benefits for organizations and that corporate social responsibility (CSR) positively affects employee behaviors and attitudes, very few studies have investigated how CSR affects pro-environmental behaviours. As such, this study investigates the impact of perceived CSR on employees' pro-environmental behaviours through organizational identification and coworkers' pro-environmental advocacy. Using a multistage sampling technique, a survey of line managers was conducted across 32 hotels in the understudied context of Malaysia's hotel industry. Based on 331 completed questionnaires, the results suggest that perceived CSR activities drive organizational identification and trigger coworkers’ pro-environmental advocacy, which in turn generate employees’ pro-environmental behaviours. The study offers valuable insights into the complex relationship between perceived CSR and pro-environmental behaviors and discusses the theoretical and research contributions and managerial implications.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The Nature of Managerial Work

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