Suchergebnisse

Research on inclusion has increased at a rapid pace highlighting the need for a close look at the literature for ways to advance future research. This review about individual-level inclusion in the workplace is theoretically grounded in social identity theory and organizes the literature through a process lens using the input-mediator-output-input (IMOI) framework. Inputs (the context that allows for inclusion, such as how extra-organizational factors, alignment, and signaling influence inclusion in organizations), intervening variables (such as change, learning, and power), outputs associated with inclusion (e.g., performance, well-being, and organizational commitment), and inputs resulting from outputs as part of a feedback loop (such as a willingness to engage with diverse others) are included as part of a holistic view of the literature while indicating specific areas that would benefit from further development. Future research directions are offered based on this framework in order to facilitate development of research on inclusion going forward.

This study examines cultural identity salience - defined as the extent to which an individual finds the cultural backgrounds of his or her team members to be salient - within the context of multinational teams. Instead of assuming that the cultural backgrounds of team members in a multinational team are salient to each team member, cultural identity salience was assessed empirically in a study of 15 culturally heterogeneous teams based in the United States. The results suggest that team members who have the same country of origin as either most or very few of their fellow team members view culture as being salient. In addition, team citizenship behavior was found to be exhibited when there was dispersion in team members' cultural salience assessments. This study offers a new approach for empirically assessing the effects of culture in multinational teams. Implications for multinational team composition efforts are discussed.

Sharing knowledge among team members is critical to accomplishing innovation. However, there are motivation and communication barriers to sharing knowledge in teams. In this study of 219 work teams, two mechanisms that have potential for encouraging knowledge sharing (social capital and extrinsic incentives) are examined as they relate to tacit knowledge sharing, explicit knowledge sharing, and team innovation. Tacit knowledge sharing mediated the relationships between cognitive social capital and team innovation as well as between explicit knowledge sharing and team innovation. Explicit knowledge sharing mediated the relationship between relational social capital and team innovation, while both forms of knowledge sharing mediated the relationship between extrinsic incentives for knowledge sharing and team innovation.

Creative leadership plays a key role in realizing the competitive advantage of creativity for organizations, yet little is known about the contextual factors that give rise to creative leadership. We propose a model that includes enabling contextual variables that facilitate individuals with the motivation to lead for creativity to engage in creative leadership. In addition, building on substitutes for leadership theory, contextual redundancies that reduce the necessity for creative leadership as a means for realizing creative outcomes are proposed. This model provides new insights about the role of contextual enablers and redundancies at the organizational and external environmental levels of analysis for creative leadership. Theoretical and practical implications of this model are also discussed.

Research on the linkage between sex diversity and relationship conflict has yielded inconsistent findings. In efforts to address this inconsistency and to better understand what contributes to group member perceptions of relationship conflict, interrelationships among sex dissimilarity, gender identity, and relationship conflict were examined utilizing theoretical frameworks from the literatures on identity, status, sex diversity, and asymmetrical effects. Results show that gender social identity moderated the effects of sex dissimilarity on relationship conflict such that in the presence of a strong gender social identity, sex dissimilarity increased perceptions of relationship conflict. This effect was stronger for men than for women, such that men with strong gender social identities in groups in which they were sex dissimilar had greater perceptions of relationship conflict. In addition, a significant three-way interaction was found, in which sex-dissimilar individuals with strong gender social and personal identities perceived a particularly high level of relationship conflict.

This study examines the relationships among an individual's motivations to maintain social ties with coworkers, information exchange with others outside the firm, and turnover intentions. The authors considered both relationship motivation to maintain friendships at work and job facilitation motivation to maintain workplace relationships that facilitate an individual's job performance. Results suggest that both types of motivation are related to workplace social inclusion, a concept that has been based in part on the social capital literature. The authors also find that individuals with job facilitation motivation for maintaining social ties with coworkers engage in more interorganizational information exchange than do those with relationship motivation. When individuals have turnover intentions, the relationship between job facilitation motivation and interorganizational information exchange is stronger.

Social entrepreneurship is emerging as an important field of study within business disciplines. There is significant social entrepreneurship activity in emerging economies but little systematic research of the phenomenon in this context. The purpose of this study is to generate a deeper understanding of how social value is created in India (one of the largest emerging economies). Using a multiple historical case study design and systematic coding techniques, we uncover distinct types of social entrepreneurship activities in India and identify intriguing common, conceptual themes across types. These insights pointedly illustrate how social entrepreneurs successfully blend social and economic imperatives of social entrepreneurship. Based on our findings, we present four testable propositions.

Methods of assessing group efficacy were examined using a multiparty role play negotiation. Group efficacy is defined as a group's perceived capability to perform. Three methods of measuring group efficacy were compared: (a) group potency, (b) an aggregation of group members' estimates, and (c) group discussion. These methods were used to assess group efficacy regarding several group performance characteristics. Analyses were conducted to assess various validity and measurement issues. All methods and types demonstrated construct validity; however, predictive validity was modest and varied across the measures. The group discussion method predicted group outcomes better than the potency scale or aggregate method. As expected, generalized efficacy measures predicted general performance indicators, and task-specific measures predicted task-specific performance.

The sponsorship function of mentoring has vast potential to increase career advancement for African American protégés in cross-race mentoring relationships but is not well understood. We conceptualize the processes, practices, and challenges involved in cross-race sponsorship of African American protégés through an identity perspective. We provide a theory regarding how identity processes are involved at different stages of cross-race sponsorship involving African American protégés, as well as for their mentors, by drawing on identity, diversity, and mentoring research. This work is suggestive of opportunities for improvement in the sponsorship function of mentoring in order to increase career advancement for African American protégés and provides theoretical contributions to research on identity, diversity, and career advancement.

Purpose– The purpose of this paper is to examine how psychological diversity climate and leader inclusiveness relate to an employee's self-reported propensity to engage in helping behaviors toward the leader or work group. The authors also tested whether these elements operate differently for women and racioethnic minorities.Design/methodology/approach– A sample of 534 respondents completed electronic surveys. Hypotheses were tested with hierarchical multiple regression.Findings– Results indicate a positive relationship between leader inclusiveness and leader-directed and work group-directed helping behaviors, particularly when accompanied by a positive psychological diversity climate. These relationships were stronger for racioethnic minorities and women relative to racioethnic majority members and men for leader-directed helping.Research limitations/implications– Data were self-report. Future research should incorporate data from other sources and additional outcomes.Practical/implications– Leaders who act inclusively can obtain measurable benefits with respect to employee helping by reinforcing a diversity climate.Social/implications– Leaders should act in ways that demonstrate that they are inclusive; coupled with a positive diversity climate, this may encourage all members to engage in helping behaviors, which may have a positive impact on society at large.Originality/value– The authors addressed the call in past research for sending consistent signals across the organization regarding the value of diversity and inclusion.

We develop a theoretically based 10-item measure of work group inclusion comprised of two components (belongingness and uniqueness) and use this measure to empirically test the nomological network of work group inclusion developed by Shore et al. In Phase 1, we use two samples of full-time employees to develop and refine items as well as establish content validity. In Phase 2, we demonstrate convergent, discriminant, and incremental validity with both conceptually related and unrelated constructs. In Phase 3, we use data from an additional sample of employees and supervisors to test criterion-related validity and mediation by examining the multilevel relationships between inclusion and important antecedents and outcomes. Across the three phases of our study, the results demonstrate support not only for the factor structure, reliability, and validity of our work group inclusion measure but also for a theoretical model in which the construct of inclusion has important implications for individuals and organizations.