Showing papers in "Group & Organization Management in 2003"
TL;DR: This article explored racial diversity's influence on firm performance and found that racial diversity enhanced performance for banks pursuing an innovation strategy, whereas for banks low in innovation, performance declined, indicating that a racially diverse workforce in conjunction with an innovation-focused business strategy may provide firms a competitive advantage.
Abstract: This study explored racial diversity’s influence on firm performance. A national sample of 177 banks was used to first test competing hypotheses supported by the resource-based view of the firm and social identity theory that posited positive and negative direct effects, respectively, of racial diversity on organizational performance. No support was found for either prediction. However, a contingency theory-based hypothesis was supported. A moderation effect indicated that racial diversity’s association with performance was contingent on firms’ level of innovation. Specifically, racial diversity enhanced performance for banks pursuing an innovation strategy, whereas for banks low in innovation, performance declined. The results suggest that a racially diverse workforce in conjunction with an innovation-focused business strategy may provide firms a competitive advantage. This study thus supports a contingency/resource-based perspective that states that racial diversity, as a knowledge-based resource, needs to be set in an appropriate context to fully realize its potential benefits.
227 citations
TL;DR: In this article, the authors investigated variables that differentiate work establishments that have women in top management positions from those that do not, and found that women are more likely to occupy top management ranks in establishments that had more lower level management positions filled by women, have higher management turnover, have lower average management salary levels, place greater emphasis on development and promotion of employees, and operate in nonmanufacturing industries.
Abstract: This study investigates variables that differentiate work establishments that have women in top management positions from those that do not. Women occupied top management positions in slightly more than half of the 228 medium- to large-sized private sector establishments the authors studied. The authors found that women are more likely to occupy top management ranks in establishments that have more lower level management positions filled by women, have higher management turnover, have lower average management salary levels, place greater emphasis on development and promotion of employees, and operate in nonmanufacturing industries.
190 citations
TL;DR: In this article, the authors argue that it is important to draw a distinction between diversity scholarship and the individual differences tradition in organizational studies in order to retain a central focus on power relations among identity groups and avoid diluting the diversity construct to the point that any group composed of non-identical individuals becomes diverse.
Abstract: Workplace diversity crystallized as a management sub-field only when members of historically excluded groups became serious contenders for power positions in North American organizations. This article asserts power/dominance relations between identity groups as a central factor driving diversity dynamics in organizations and questions the predominance of the trait model, which locates the fundamental mechanisms driving diversity dynamics within individuals and ignores contextual factors, including power. The author argues that it is important to draw a distinction between diversity scholarship and the individual differences tradition in organizational studies in order to retain a central focus on power relations among identity groups and avoid diluting the diversity construct to the point that any group composed of non-identical individuals becomes diverse by definition.
162 citations
TL;DR: In this paper, the authors identified several important issues that may help increase the understanding of group efficacy constructs and examined multiple assessment methods of collective efficacy and group cohesion, and identified the most important issues.
Abstract: This study identified several important issues that may help increase the understanding of group efficacy constructs. First, it examined multiple assessment methods of collective efficacy and group...
153 citations
TL;DR: In this paper, the effects of organizational restructuring have been studied using self-report cross-sectional data, which are vulnerable to several threats to both privacy and data integrity, such as self-reported cross-section data privacy.
Abstract: Previous research on the effects of organizational restructuring has primarily been conducted using self-report cross-sectional data. These forms of data are vulnerable to several threats to both i...
153 citations
TL;DR: In this article, the results of two organization-level studies that investigated the relationship between gender diversity of organizations and their performance and hypothesized a nonlinear association were reported, and these results were constructively replicated in Study 2, thus increasing confidence in the validity of the findings.
Abstract: Considerable theoretical work has been published to date concerning the relationship between demographic composition of organizations and the performance of those firms. Indeed, under the topics of organization demography, substantial thought has been given to how demographic composition influences organization performance. Unfortunately, little empirical research has been conducted. The present research reports the results of two organization-level studies that investigated the relationship between gender diversity of organizations and their performance and hypothesized a nonlinear association. Study 1 results demonstrated support for an inverted U-shaped relationship between gender composition and organization performance, as hypothesized, and these results were constructively replicated in Study 2, thus increasing confidence in the validity of the findings. The results of Study 2 suggest that some industries might not be able to take advantage of this gender composition–firm performance relationship. I...
149 citations
TL;DR: This article examined the role of both age and age diversity in mentorships using quantitative and qualitative methodology and found that older proteges on average experienced less career-related mentoring, had shorter relationships, were closer in level to their mentor, and reported more mutual learning than younger proteges.
Abstract: This study examined the role of both age and age diversity in mentorships using quantitative and qualitative methodology. Based on data from nonfaculty employees of a large university, it found that the absolute age of the protege in mentorships influenced career mentoring provided, characteristics of the mentorship, and perceptions of mutual learning. Older proteges on average experienced less career-related mentoring, had shorter relationships, were closer in level to their mentor, and reported more mutual learning than younger proteges. Protege age interacted with mentor age, however, such that young proteges seemed to receive similar styles of mentoring regardless of mentor age, but as proteges age increased, they reported more career and psychosocial mentoring from younger than from older mentors. The content analysis of qualitative data revealed important variables to investigate in future research on age diversity in mentorships, including perceptions of competence and respect, similarity, and inte...
139 citations
TL;DR: The need assessment is an important element in training design, and organizational diversity training programs are frequently criticized for their lack of attention to the needs assessment process as mentioned in this paper, which is a common issue in diversity training.
Abstract: Needs assessment is an important element in training design, and organizational diversity training programs are frequently criticized for their lack of attention to the needs assessment process. Th...
126 citations
TL;DR: In this paper, the authors examined the effects of a group's diversity on its members' experiences in two organizational contexts: one that is relatively heterogeneous in racioethnicity and another that is more homogeneous.
Abstract: This study examines the effects of a group’s racioethnic diversity on its members’ experiences in two organizational contexts: one that is relatively heterogeneous in racioethnicity and another that is more homogeneous. Additionally, this study examines the effects of diversity on the deeper level trait of collectivism, in both contexts. The authors propose that the extent of racioethnic diversity in the organizational context will determine whether group members pay attention and react to racioethnic category differences or focus on deeper level differences in values and attitudes within their groups. Consistent with this notion, it was found that a group’s racioethnic diversity has stronger negative effects on its members’ experiences in the more homogeneous context than in the more heterogeneous one. The authors also found that a group’s diversity in collectivism has significant negative effects on its members’ experiences in the more heterogeneous context but not in the more homogeneous one.
116 citations
TL;DR: In this article, the authors describe methods, techniques, and results obtained in developing a comprehensive team effectiveness survey across six multinational organizations in four geographic regions, and discuss inductively deriving dimensions of effectiveness using interview data, translation procedures with innovative bilingual pilot testing, and multiple constituency validation.
Abstract: Incorporating team context into research and practice concerning team effectiveness in multinational organizations is an ongoing challenge. The authors argue that a common measure of team effectiveness with demonstrated equivalence across contexts expands current theoretical developments and addresses team implementation needs. To this end, the article describes methods, techniques, and results obtained in developing a comprehensive team effectiveness survey across six multinational organizations in four geographic regions. The authors discuss inductively deriving dimensions of effectiveness using interview data, translation procedures with innovative bilingual pilot testing, and multiple constituency validation. The study concludes with implications for future cross-cultural research on team effectiveness and beyond in other areas of international management.
114 citations
TL;DR: In this paper, the authors argue that intrinsic motivation depends not only on innate qualities common to all people, but also on socialization into aspects of national culture that support proactive work behavior.
Abstract: Intrinsic motivation depends not only on innate qualities common to all people, but also on socialization into aspects of national culture that support proactive work behavior. Constructs from comp...
TL;DR: In this paper, the influence of role (leader or follower) within a group on the use of the equality rule (dividing resources equally) in allocation decisions was examined and it was predicted that leaders would allocate more resources to themselves than to their followers.
Abstract: This research examined the influence of role (leader or follower) within a group on the use of the equality rule (dividing resources equally) in allocation decisions. Different positions in the organizational hierarchy may activate different role schemas on how individuals should behave. Role schemas for leaders communicate that they should act responsibly, but also that they deserve certain privileges relevant to the allocation situation. It was predicted that leaders would allocate more resources to themselves than to their followers. The results of three studies (two scenario studies and one experimental study) revealed that leaders violated the equality rule by allocating more than a fair share of resources to themselves. Results also showed that leaders used the equality rule more for identifiable decisions (high accountability) than for unidentifiable decisions (low accountability). Findings are discussed in terms of leadership and social decision theories. Practical implications are outlined.
TL;DR: The third scientific discipline as discussed by the authors consists of numerous perspectives focusing on various aspects of chaos/complexity, dynamic systems, and processual approaches, which are being increasingly applied across various organizational research fields such as social and industrial/organizational psychology and small-group and leadership studies.
Abstract: Longitudinal research in organizations has gained momentum to the point where it may now be considered to reflect the tenor of the times, or zeitgeist, for organizational studies. An important part of that longitudinal research is what, borrowing and extending from the work of Ilgen and Hulin, is called the third scientific discipline. That discipline consists of numerous perspectives focusing on various aspects of chaos/complexity, dynamic systems, and processual approaches. These approaches are being increasingly applied across various organizational research fields such as social and industrial/organizational psychology and small-group and leadership studies. A dynamic systems approach is turned on itself to analyze the scientific development of third-discipline approaches. Although the jury is still out, these approaches appear to be making increasingly strong contributions to the longitudinal zeitgeist and to organizational studies in general.
TL;DR: A non-technical overview of the major data analysis techniques for modeling longitudinal processes, with an explicit focus on their advantages and disadvantages as tools for drawing inferences about different specific aspects of change over time, can be found in this article.
Abstract: This article presents a nontechnical overview of the major data analysis techniques for modeling longitudinal processes, with an explicit focus on their advantages and disadvantages as tools for drawing inferences about different specific aspects of change over time. It is argued that tradi - tional longitudinal analysis techniques offer limited ways of addressing many specific questions about change. Recent advances in latent variable techniques, when adequately driven by theory, design, and measurement, offer a unified and flexible framework for addressing such questions. In group and organizational management research, many of the questions of interest concern longitudinal processes that focus on the pattern of intraunit change over time. The unit of theory may be at the individual, group, or orga- nizational level of conceptualization. Examples of these three levels are a study of changes in the extent of information seeking by organizational new- comers over time, a study of changes in group cohesion over time, and a study of changes in organizational culture over time, respectively. In quantitative longitudinal research, regardless of the unit of theory, the process nature or time-based change of the data has to be explicitly modeled by an appropriate data analysis technique to translate the longitudinal data obtained into substantive inferences about the longitudinal process of inter - est. Recent advances in data analysis allow researchers to apply appropriate techniques to make more direct inferences from longitudinal data. Unfortu- nately, the majority of the work in data analysis, particularly recent advances in latent variable modeling, is highly technical and may not be easily under- stood by group and organizational management researchers who may not be experts in data analysis. Moreover, although individual cookbook or how-to treatments and substantive applications of specific techniques are available, there is a lack of an integrative overview of the various longitudinal analysis
TL;DR: In this paper, the authors posit that conflict gets enacted in distinct ways and that conflict in and among groups often erupts in surprising and unexpected ways, based on existing theory regarding the movement of conflict.
Abstract: Conflict in and among groups often erupts in surprising and unexpected ways. Building upon extant theory regarding the movement of conflict, the authors posit that conflict gets enacted in distinct...
TL;DR: In this paper, a longitudinal panel study examined job transfers in a federal government department undergoing major downsizing, and data were collected during the initial stages of the downsizing (T1), 1 year lat...
Abstract: This longitudinal panel study examined job transfers in a federal government department undergoing major downsizing. Data were collected during the initial stages of the downsizing (T1), 1 year lat...
TL;DR: The authors examined how two aspects of procedures (interpersonal treatment and social comparison information) affect reactions to a personality testing and found that when concern was expressed and personality testing was described as typical, individuals responded less positively.
Abstract: Research in selection examines how organizational justice principles may influence applicants’ reactions to selection procedures. This article extends this research by examining how two aspects of procedures—interpersonal treatment and social comparison information—affect reactions to a personality testing. The results of two studies demonstrate that interpersonal treatment (expression of concern for applicants’ feelings) and social comparison information (description of testing as either typical or experimental) interact to affect test-takers’ reactions. When concern was expressed and personality testing was described as typical, individuals responded less positively. However, when no concern was expressed, evaluations were more positive when testing was described as typical. The implications for organizational justice research and selection research are discussed.
TL;DR: Dansereau et al. as discussed by the authors showed that when groups were initially formed, the data suggested that the variables reflected individual differences; however, over time, as individuals interacted with one another, the measured variables came to reflect group differences.
Abstract: After putting together this special issue, we came to believe that the empiri cal results from studies, with regard to both variables and levels of analysis, may vary depending on when the studies are conducted. Limited prior work (e.g., Dansereau, Alutto, & Yammarino, 1984; Dansereau et al., 1998; Dansereau, Yammarino, & Kohles, 1999) has discussed or demonstrated this key issue for longitudinal research involving variables as well as entities. Two of the articles in this special issue on longitudinal processes in groups and organizations illustrate the criticality of timing in data collection, but in very different ways. The article by Jung and Sosik shows that when groups were initially formed, the data suggested that the variables reflected individual differences; however, over time, as individuals interacted with one another, the measured variables came to reflect group differences. In other words, at one time point, the authors found individual differences, but at a later time point, they found group differences. Accordingly, the results pertaining to levels of analysis (entities) varied depending on when the study was conducted. In a similar fashion, the study by Armstrong-Stassen suggests that the time when data are collected influences the interpretation of results. In partic ular, individuals in this study were part of a downsizing, but those who were later promoted seemed to exhibit a different, more positive set of perceptions beforethe downsizing actually occurred. This is interesting because it sug gests that the effects of downsizing may occur before its actual implementa tion. Without the data collected before the downsizing occurred, but with only the results 1 year after the downsizing, a different set of interpretations would have resulted. Again, the results pertaining to the relationship between variables varied depending on when the study was conducted.