Suchergebnisse

PurposeThe theory building of inclusive workplace is still in its early stages, particularly concerning the inclusion of the poor in the developing countries. Through the exploration of social entrepreneurial inclusion, this study extends the inclusive workplace theory by featuring the inclusive dynamism of organizations for the poor in developing countries.Design/methodology/approachA case study approach was selected, as the goal of this study is to build on the theory in an under-researched area. This qualitative study is described as theory elaboration as it expands upon theoretical links that have received little attention among workforce diversity scholars.FindingsWe have established a conceptual framework of social entrepreneurial inclusion, which encompasses the following normative themes: organizational perspective for promoting social equality, empowering relationships, a sense of inclusion, organizational access to valuable resources and empowered inclusion.Research limitations/implicationsAlthough we have taken an exploratory qualitative approach and made efforts to report our data neutrally, we acknowledge that the ethical and theoretical positions taken in analyzing the data may have influenced the outcome of this research and, therefore, our findings can never be truly objective. We also acknowledge that this study was conducted in developing countries, thus the poor inclusive workplace model is not generalizable for the poor in developed countries due to different institutional and ecological settings.Practical implicationsWe have illustrated the importance of business leaders leveraging the opportunities in the space between interdependency of individuals and organizations through doing well by doing good. Poor-inclusive workplaces need business leaders who can demonstrate the effective interpersonal skills to develop constructive and personalized relationships with the workers, the family and community members to encourage the idea that the poor be included in the workplace.Social implicationsThe findings from this study also infer how corporations may collaborate with SEs and humanitarian agencies for inclusive growth so they can simultaneously unleash economic value and social value to develop more effective poor-inclusive business models in both sectors. Social entrepreneurs (SEs) and humanistic agencies tend to have situated knowledge of the poor in terms of locally embedded needs and knowledge of the community that corporations do not have.Originality/valueThis paper promotes the integrative workplace models of inclusion where inclusion of poor is empowered through involvement of multiple parties inside and outside workplaces. The empowered inclusion outcomes are strengthened through organizational access to valuable resources at the institutional level.

PurposeIncreasingly, organizations in the Asia‐Pacific region are recognizing the importance of cross‐cultural management to the sustainability of their competitive edge. Although the literature is replete with cross‐cultural studies of individualism and collectivism, little information is available on the factors that foster effective individualist–collectivist interaction (ICI) within organizations. This paper attempts to provide a theoretical description of individualists and collectivists at the individual level of analysis, which offers specific testable hypotheses about the effect of self‐representation on prejudice between individualists and collectivists (ICs).Design/methodology/approachIn this paper, a theoretical model is presented in which intergroup prejudices and interpersonal prejudices mediate the effects of ICI and bicultural orientation toward cross‐cultural experiences and, in which, the dissimilarity openness of the climate moderates the level and outcome of prejudices flowing from ICI.FindingsThe model depicts that the outcomes of ICI are mediated by the intergroup prejudices of collectivists and the interpersonal prejudices of individualists, which are moderated by the extent of diversity‐oriented HRM policies and practices and individuals' orientation to cross‐cultural experiences. When workforces become culturally diverse, organizations should modify HRM practices to enable the full use of the range of skills and talents available from the diversity, and to ensure affective and behavioral costs are minimized. As globalization and international competition will continue to increase, organizations including those in the Asia‐Pacific region, should seriously re‐evaluate their HRM policies to adapt and take advantage of an increasingly culturally diverse workforce.Originality/valueThe model provides a useful basis upon which organization researchers and practitioners can base their respective agendas.

The authors propose that the nature of prejudice differs across cultures. A model is introduced that proposes that the interpersonal perspective associated with individualist cultures (Westerners) leads to interpersonal prejudices, whereas the intergroup perspective associated with collectivist cultures (Easterners) leads to intergroup prejudices. These prejudices, in turn, are argued to impact on the outcomes of individuals working in intercultural teams. An organisational diversity climate of openness fostered by diversity oriented HRM and the combined use of individualist and collectivist HRM policies and practices is proposed to minimize the negative effects of such prejudices can be minimized.

PurposeContemporary organizations are increasingly paying attention to incorporate diversity management practices into their systems in order to promote socially responsible actions and equitable employment outcomes for minority groups. The aim of this paper is to seek to address a major oversight in diversity management literature, the integration of organizational justice principles.Design/methodology/approachDrawing upon the existing literature on workforce diversity and organizational justice, the authors develop a model based on normative principles of organizational justice for justice‐based diversity management processes and outcomes.FindingsThe paper proposes that effective diversity management results from a decision‐making process that meets the normative principles of organizational justice (i.e. interactional, procedural and distributive justice). The diversity justice management model introduced in this article provides important theoretical and practical implications for establishing more moral and just workplaces.Research limitations/implicationsThe authors have not tested the conceptual framework of the diversity justice management model, and recommend future research to take up the challenge. The payoff for doing so is to enable the establishment of socially responsible workplaces where individuals, regardless of their background, are given an equal opportunity to flourish in their assigned jobs.Practical implicationsThe diversity justice management model introduced in this paper provides organizational justice (OJ)‐based guidelines for managers to ensure that OJ can be objectively benchmarked and discussed amongst diversity stakeholders to continuously improve actual and perceived OJ outcomes.Social implicationsThe social implication of this conceptual paper is reduction of workforce marginalization and establishment of socially responsible organizations whereby those marginalized (e.g. people with disabilities) can effectively work in their organizations.Originality/valueThis is the first attempt to establish a diveristy justice management model, which incorporates normative principles of organizational justice into diversity management processes and outcomes.

Relational pressures across multiple levels push organisations to behave socially responsibly or sometimes irresponsibly. But how do relational pressures across multiple levels influence social responsibility of small nonprofit organisations working with marginalised groups? Nonprofit organisations are increasing in importance owing to their role in development and representation of marginalised groups' interests, yet their social responsibility is little understood. Using the lens of standpoint theory, we explore social responsibility of small disability arts organisations in the nonprofit sector in Australia drawing on 53 interviews involving actors at multiple levels, supplemented by site visits and observations. We find small nonprofit organisations' social responsibility in a state of flux, influenced by differing priorities, expectations, and demands from various actors across levels. We provide insights into organisational social responsibility dynamics, identifying three major tensions that small arts organisations face – formality versus informality, agency versus representation, and access versus excellence – in seeking to be socially responsible. Our findings have relevance for organisations in the wider nonprofit sector, underscoring the need to explore their social responsibility from a relational perspective. Further, the resultant tensions from relational pressures, as identified in our study, provide important implications for organisational social responsibility advancing theoretical and practical knowledge in this emerging field.

Detrimental effects of diversity in workgroups has frequently been observed but research identifying the factors that lead to negative or positive effects in heterogeneous groups is lacking. The Perceived Dissimilarity Openness Moderator Model provides one explanation of the process by which diversity influences group affective, behavioral, and cognitive outcomes. Specifically the model identifies individual, group, and organizational openness as moderating the effects of diversity in workgroups. In this paper evidence is provided from a field study that increased openness to perceived dissimilarity leads to better outcomes in newly formed groups. This study also constitutes a significant building block toward the development of theory concerning the moderating variables of the relationship between diversity and group processes, and outcomes of organizations.

PurposeThe purpose of this paper is to examine relational and task dimension of online communication and the associated emotional experience.Design/methodology/approachThis paper examines four categories of work outcomes: emotional experiences of work, work attitudes, work dynamics and work behaviours; and links each to the cross‐cultural online communication context.FindingsIt was found that diversity‐oriented HRM can reduce the cultural fault‐lines between individualist and collectivist (IC) cultures, and thereby positively moderate the relationship between cross‐cultural online communication and affective, cognitive and behavioural outcomes.Practical implicationsDiversity‐oriented HRM can capitalize on an organisation's cultural diversity and avoid cross‐cultural misunderstandings. In a more practical sense, the research purports that combined use of IC HRM practices can produce greater efficiency and effectiveness in online communications worldwide.Originality/valueThe paper provides an insight into the potential implications of increased use of information technology on cross‐cultural communication, and human resource management. The significance of diversity‐oriented human resource management in managing these implications is also highlighted.

SummaryThe suppression of labor rights is a matter of serious concern in developing countries. Yet little is known about the role of public agencies in protecting the rights of underprivileged employees. Hence, this study aims to examine the reasons behind the persisting labor exploitation in private enterprises despite the presence of public governance and labor codes. Data was collected through in‐depth interviews as well as archives from different external and internal agencies of privately owned garment enterprises in Bangladesh including public administrators and multinational retailers. Kantian ethics and Islamic moral principles were used as theoretical lens to evaluate the labor practices of enterprises. This study contributes to the existing literature by introducing a process model of labor exploitation that depicts multinational power and poor governance to be the main drivers for the abuse of labor ethics. Specifically, political influence and institutional corruption drive poor governance. Public power is exercised to suppress marginalized labor institutions rather than enact labor codes. We found that ethical and spiritual values are not reflected in labor practices and practical suggestions on enacting labor ethics through which the fair enforcement of public power is offered.