Diversity, Trust and Conformity: a Simulation Study

Previous simulation models have found positive effects of cognitive diversity on group performance, but have not explored effects of diversity in demographics (e.g., gender, ethnicity). In this paper, we present an agent-based model that captures two empirically supported hypotheses about how demographic diversity can improve group performance. The results of our simulations suggest that, even when social identities are not associated with distinctive task-related cognitive resources, demographic diversity can, in certain circumstances, benefit collective performance by counteracting two types of conformity that can arise in homogeneous groups: those relating to group-based trust and those connected to normative expectations towards in-groups.

Top Management Team Diversity and International Expansion: Spanish Companies in China

This study investigates the relationship between diversity in the Top Management Team (TMT) of Spanish firms and the firms’ willingness to further expand in China, as a proxy for their international success. Data from Spanish companies with direct investment in China were collected through a questionnaire. Regression analyses were carried out to test the differential influences of multiple forms of TMT demographic diversity (age, gender, tenure, and functional experience). The moderating effect of conflict in an uncertain environment is also examined, as this offers potentially novel insights into the determinants of success in emerging countries. Results show that the effects of TMT diversity on international success are very much influenced by the perception of the conflict related to investment in a non-traditional market. The findings highlight the relevant negative role that conflict can exert in diverse TMTs in a growing developing economy.

Exploring processes in Spanish, German and UK boards: a measurement framework of board know-how, board diversity and directors’ interactions interrelation

Purpose Several empirical attempts have investigated boardroom processes and their impact on the governing team decision-making. Such attempts, however, have derived in inchoate results opening new methodological debates and leaving the underlying patterns of board processes obscure. This paper aims to shed light on these patterns by empirically examining the interrelation among the three central constructs involved in board decision-making: know-how, demographic diversity and directors’ social interactions. Design/methodology/approach A framework of interrelation among know-how, demographic diversity and social interactions was conceptually built and empirically validated with partial least squares structural equation modelling applied to archival data from a sample of 87 boards of directors of Spanish, German and UK listed companies. Findings Results unmask the intricacies of behavioural processes involved in know-how-demography relation: demographic diversity contribution to know-how is totally and positively mediated by directors’ social interactions. This reveals the power of directors’ socialization frequency in determining processes and predicting know-how. Practical implications The paper offers a new pathway to manage board know-how and to make board diversity effective. It also opens a door to an innovative empirical methodology to make board processes emerge, one that overcomes methodological limitations of previous efforts. Originality/value This is so far the only study that examines and measures holistically the structural interrelation among the three central constructs determining board decisions and performance: know-how, diversity and social interactions.

Procedural Justice and Demographic Diversity: A Quasi-Experimental Study of Police Recruitment

Online recruitment materials are often the first encounter for individuals considering a police career. Procedural justice (PJ) theory argues that how police officers treat the public is an important predictor for future citizen cooperation. Taking steps towards becoming a police officer is a unique form of organizational cooperation. This project examined job interest for a sample of 993 respondents in Amazon’s mTurk, experimentally manipulating whether the presented recruitment materials emphasized PJ policing or not (PJ content) in a quasi-experimental vignette design. The PJ content significantly increased two of the four job interest outcomes. PJ theory also argues fair and respectful treatment should impact all groups similarly, deemed the invariance thesis. The results largely showed groups being influenced in similar ways. This study’s findings largely support this extension of PJ theory, and are useful to practitioners interested in building their recruitment pool through economical changes in recruitment materials.

Moderating Diversity, Collective Commitment, and Discrimination: The Role of Ethical Leaders in the Public Sector

Despite public administration’s growing interest in personnel diversity and ethical leadership, little is known about the effectiveness of ethical leadership in managing diverse public workforces. Can ethical leadership moderate the relationships between demographic diversity and key organizational outcomes? To answer, we synthesize four theories about demographic diversity, ethical leadership, and inclusion: social categorization theory, social exchange theory, social learning theory, and optimal distinctiveness theory. These theories illuminate the interrelationships between diversity, ethical leadership, and two types of collective organizational outcomes: affective commitment climate and race-based employment discrimination. Using panel data from the US federal government, feasible generalized least squares models indicate that racial diversity is negatively related to affective commitment climate and positively related to race-based employment discrimination. The results also show that ethical leadership beneficially moderates the associations of racial diversity with the two organizational outcomes. These findings suggest that ethical leadership aids public managers and personnel in racially diverse public agencies.

The board of directors and firm innovation: A meta-analytical review

The literature on corporate governance has highlighted the importance of board characteristics related to firm innovation. However, empirical findings have not been totally conclusive, and some seem contradictory. Adopting a new perspective, we have tried to help resolve the puzzle using a meta-analysis that integrates findings from 96 previous studies to analyze the relationship between board attributes, grouped by their relation to structural or demographic diversity, and firm innovation for the period 1988–2018. The results suggest that certain aspects of boards, such as meeting frequency and the proportions of independent directors and outsiders, show the most significant correlations with firm innovation, but the levels of association vary depending on whether innovation is measured as inputs or outputs and depending on the sample considered and the methodology employed. Finally, general guidelines are suggested regarding practical implications and future research. JEL CLASSIFICATION: O32, G34

On the Varieties of Diversity: Ideological Variations in Attitudes Toward, and Understandings of Diversity

Three studies explore the possibility that attitudes toward “diversity” are multidimensional rather than unidimensional and that ideological differences in diversity attitudes vary as a function of diversity subtype. Study 1 ( n = 1,001) revealed that the factor structure of attitudes toward 23 diverse community features was bidimensional. Factors involving demographic and viewpoint diversity emerged. Conservatives reported more positive attitudes toward viewpoint diversity, and liberals more positive attitudes toward demographic diversity. Study 2 ( n = 1,012) replicated Study 1 findings, and extended Study 1 results by showing attitudes toward the general concept of diversity predicted attitudes toward demographic diversity but not viewpoint diversity. In Study 3, 386 participants rated how relevant a set of features was to their prototypical understanding of diversity. A confirmatory factor analysis (CFA) revealed people discriminate between viewpoint, demographic, and consumer diversity. Conservatives perceived viewpoint features as more relevant to “diversity,” whereas liberals perceived demographic features as more relevant.

Glass hearts?! Successful visible ethnic minority women migrants at work in Iceland and New Zealand

In the diversity arena, women and their heterogeneity as visible ethnic minority migrants at work are under researched. Our qualitative empirical research reveals, and compares, how visible ethnic women migrants (VEWM) experience their journey to professional success in Iceland and New Zealand. These island nations rank in the top six of the Global Gender Gap Index, have women Prime Ministers, and increasing demographic diversity. The findings reveal that for VEWM success is a continuous journey with many different challenges. VEWM reject the notion of success as accumulation of things or titles, emphasizing instead how success is experienced. For VEWM in Iceland, success means independent hard work and aligning with other women. VEWM in New Zealand experience success through religion and giving back to the community. These differences are explored and theorized, contributing to an expanding literature of migrant complexities, beyond monolithic representations of gender at work.