Hostname: page-component-78c5997874-8bhkd Total loading time: 0 Render date: 2024-11-17T12:22:24.496Z Has data issue: false hasContentIssue false
  • English
  • Français

Diversity is not the Problem – Openness to Perceived Dissimilarity is

Published online by Cambridge University Press:  18 September 2015

Charmine E J Härtel  and
Yuka Fujimoto
Charmine E J Härtel
Affiliation:
Graduate School of Management, The University of Queensland, Brisbane QLD 4072, Australia Tel: +61 7 3365 6747, Fax: +61 7 3365 6988
Yuka Fujimoto
Affiliation:
Graduate School of Management, The University of Queensland, Brisbane QLD 4072, Australia Tel: +61 7 3365 6747, Fax: +61 7 3365 6988
Get access Rights & Permissions [Opens in a new window]

Abstract

The diversity of internal and external customers continues to increase with social, economic and global changes. This presents an array of opportunities and challenges for organisations. In the present paper we argue that whether interactions between diverse individuals results in benefits or deficits for the organisation depends largely on the level of openness to dissimilarity present in the exchange. This proposition is developed and presented in a model linking types of diversity to organisational group process and outcome effects. Implications for interactions with diverse internal and external customers are suggested. Structural and management characteristics expected to enhance dissimilarity openness in the workforce are offered.

Type
Research Article
Information
Journal of Management & Organization , Volume 6 , Issue 1 , January 2000 , pp. 14 - 27
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2000

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Alder, NJ (1991) International dimension of organizational behavior (2nd ed) Boston: PWS-Kent Publishing CompanyGoogle Scholar
Australian Bureau of Statistics (1997–1998) Migration (Catalogue No 3412.0) Australian Bureau of Statistics, CanberraGoogle Scholar
Australian Bureau of Statistics (1998) Labour Force Australia, Dec (Catalogue No 6203.0) Australian Bureau of Statistics, CanberraGoogle Scholar
Ayoko, O and Härtel, CEJ (2000, 08) ‘Culturally heterogeneous workgroups: The role of the leader’ Paper presented at the 53rd Annual Meeting of the Academy of Management, Toronto, CanadaGoogle Scholar
Barry, B, and Bateman, TS (1996) ‘A Social Trap Analysis of the Management of Diversity’ Academy of Management Review Vol 21 No 3 pp 757–790CrossRefGoogle Scholar
Bochner, S, and Hesketh, B (1994) ‘Power Distance, Individualism/Collectivism, And Job-Related Attitudes In A Culturally Diverse Work Group’ Journal of Cross-Cultural Psychology Vol 25 pp 233–257CrossRefGoogle Scholar
Boreham, P, Lafferty, G, Roan, A, and Whitehouse, G (1996) ‘Training, careers and numerical flexibility: Patterns of change in hospitality and retail industries’ Journal of Industrial Relations Vol 38 No 1 pp 3–21CrossRefGoogle Scholar
Byrne, D (1971) The Attraction Paradigm New York: Academic Press.Google Scholar
Chemers, MM, Oskamp, S, Costanzo, MA (eds) (1995) Diversity in Organizations Newbury Park, CA: SageGoogle Scholar
Copeland, L (1988) ‘Valuing diversity: Making the most of cultural differences at the workplace’ Personnel Vol 65 No 6 pp 52–60Google Scholar
Cox, TH, and Blake, S (1991) ‘Managing cultural diversity: implication for organizational competitiveness’ Academy of Management Executive Vol 5 No 3 pp 45–56Google Scholar
Cox, TH, Lobel, SA, and McLeod, PL (1991) ‘Effects of ethnic group cultural differences on cooperative and competitive behavior on a group task’ Academy of Management Journal Vol 34 No 4 pp 827–847Google Scholar
Cumming, A, Zhou, J, and Oldham, GR (1993) ‘Demographic differences and employee work outcomes: Effect on multiple comparison groups’ Paper presented at the 53rd annual meeting of the Academy of Management, AtlantaGoogle Scholar
Devine, PG, and Monteith, MJ (1993) ‘The role of discrepancy-associated affect in prejudice reduction’ in Mackie, DM, Hamilton, DLet al (eds), Affect, Cognition, and Stereotyping: Interactive Processes in Group Perception San Diego, CA: Academic Press pp 317–344CrossRefGoogle Scholar
Dick, Bob (1986) Learning to Communicate Brisbane, Queensland: Interchange and University of Queensland BookshopGoogle Scholar
Douthitt, SS, Eby, LT, and Simon, SA (1999) ‘Diversity of life experiences: The development and validation of a biographical measure of receptiveness to dissimilar others’ International Journal of Selection and Assessment Vol 7 No 2 pp 112–125CrossRefGoogle Scholar
Ellis, C, and Sonnenfeld, JA (1994) ‘Diverse approaches to manage diversity’ Human Resource Management Vol 33 pp 79–109CrossRefGoogle Scholar
Ferdman, BM (1992) ‘The dynamics of ethnic diversity in organizations: Toward integrative models’ in Kelley, K (ed) Issues, theories and research in industrial/organizational psychology North Holland: Elsevier Science pp 339–370CrossRefGoogle Scholar
Fisher, GB and Härtel, CEJ (1999, 11) ‘Cross-Cultural Effectiveness Of Western Managers Operating In Intercultural Teams In Thailand: Lessons Learned For IHRM Research On Expatriate-Client Interactions’ Refereed Proceedings of The Organisations Looking Ahead: Challenges and Directions Conference BrisbaneGoogle Scholar
Fisher, GB and Härtel, CEJ (1998, 12) Culture, Characteristics and Performance: An examination of effectiveness of Western Managers operating intercultural teams in Thailand Refereed Proceedings of the 12th International Conference of the Australia New Zealand Academy of Management, CD-ROM, AdelaideGoogle Scholar
Foster, L, Marshall, A, and Williams, LS (1991) Discrimination against immigrant workers in Australia Geneva: Bureau of Immigration ResearchGoogle Scholar
Frijda, N, and Mesquita, B (1994) ‘The Social Roles and Functions of Emotions’ in Kipayama, F and Markus, H (eds) Emotion and Culture: Empirical Studies of Mutual Influence American Psychological AssociationGoogle Scholar
Fujimoto, Y, Härtel, CEJ, Härtel, GF, and Baker, NJ (in press) ‘A field test of the diversity-openness moderator model in well-established groups: Diversity has affective, behavioural, and cognitive consequences and openness to dissimilarity moderates these consequences’ Asia Pacific Journal of Human ResourcesGoogle Scholar
Greenhaus, JH, Prasuraman, S, and Wormley, WM (1990) ‘Effects of race on organizational experiences, job performance evaluations, and career outcomes’ Academy of Management Journal Vol 33 pp 64–86Google Scholar
Hambrick, DC (1994) ‘Top Management Groups: A Conceptual Integration and Reconsideration of the “Team” Label’ in Cummings, L L and Staw, B M (eds) Research in Organisational Behaviour Vol 16 Greenwich, CT: JAI Press pp 171–213Google Scholar
Harrison, DA, Price, KH, and Bell, MP (1998) ‘Beyond Relational Demography: Time And The Effects Of Surface- And Deep-Level Diversity On Work Group Cohesion’ Academy of Management Journal Vol 41 pp 96–107Google Scholar
Hart, J, and Morry, MM (1996) ‘Nonverbal Behaviour, Race, and Attitude Attributions’ Journal of Experimental Social Psychology Vol 32 No 2 pp 165–179CrossRefGoogle Scholar
Härtel, CEJ, Douthitt, S, Härtel, GF, and Douthitt, S (1999) ‘Equally qualified but unequally perceived: General cultural openness as a predictor of discriminatory performance ratings’ Human Resource Development Quarterly Vol 10 No 1 pp 79–89CrossRefGoogle Scholar
Härtel, CEJ and Fujimoto, Y (1999, 08) ‘Explaining Why Diversity Sometimes has Positive Effects in Organizations and Sometimes has Negative Effects in Organizations: The Perceived Dissimilarity Openness Moderator Model’ Academy of Management Best Papers ProceedingsGoogle Scholar
Härtel, CEJ, and Trumble, RB (1997, 02) IDADA: The Individual Difference Approach to Diversity Awareness (Management Paper Series #36) Brisbane: University of Queensland, Graduate School of Management ISBN# 0867766964Google Scholar
Hoel, H, Rayner, C, and Cooper, CL (1999) ‘Workplace Bullying’ in Cooper, CL, Robertson, ITet al (eds) International Review of Industrial and Organizational Psychology Vol 14 Chichester, England: John Wiley and Sons pp 195–230Google Scholar
Hooks, b (1995) Killing Rage: Ending Racism New York: HoltGoogle Scholar
Howard, JL, and Ferris, GR (1996) ‘The Employment Interview Context: Social and Situational Influences on Interviewer Decisions’ Journal of Applied Social Psychology Vol 26 pp 112–136CrossRefGoogle Scholar
Jackson, SE and Ruderman, MN (1995) ‘Introduction: Perspectives for understanding diverse work teams’ in Jackson, SE and Ruderman, MN (eds) Diversity in Work Teams Washington, DC: APAGoogle Scholar
Janis, IL, and Mann, L (1977) Decision making: A psychological analysis of conflict, choice, and commitment New York: The Free PressGoogle Scholar
Ju, (1994) In Kovacic, B (ed) New approaches to organizational communication Albany: State University of New York PressGoogle Scholar
Kaman, VS & Härtel, CEJ (1994) ‘Anticipating pay negotiation strategies and pay outcomes during recruitment: An exploration of gender differences’ Journal of Business and Psychology Vol 9 No 2 pp 183–197CrossRefGoogle Scholar
Kandola, R and Kandola, P (1995) Managing Diversity: New Broom or Old Hat International Review of Industrial and Organisational Psychology Vol 10 pp 131–167Google Scholar
Keenoy, T and Kelly, D (1998) The employment relationship in Australia, (2nd ed) Sydney: Harcourt AustraliaGoogle Scholar
Kraiger, K, and Ford, JK (1985) ‘A Meta-Analysis of Ratee Race Effects in Performance Ratings’ Journal of Applied Psychology Vol 70 pp 56–65CrossRefGoogle Scholar
Krefting, LA, Kirby, SL, and Krzystofiak, FJ (1997) ‘Managing diversity as a proxy for requisite variety: Risks in identify-conscious inclusion and pressures to conform’ Journal of Management Inquiry Vol 6 pp 376–389CrossRefGoogle Scholar
Lafferty, G, and Roan, A (1999) ‘Public sector outsourcing: Implications for training and skills’ Employee Relations Vol 21 No 6Google Scholar
Lefkowitz, J (1994) ‘Race as a Factor in Job Placement: Serendipitous Findings of “Ethnic Drift”’ Personnel Psychology Vol 47 pp 497–513CrossRefGoogle Scholar
Major, B, and Crocker, J (1993) ‘Social stigma: The consequences of attributional ambiguity’ in Mackie, DM and Hamilton, DL (eds) Affect, cognition, and stereotyping: Interactive processes in group perception Orlando, FL: Academic Press pp 345–370CrossRefGoogle Scholar
Maznevski, ML (1994) ‘Understanding our differences: Performance in decisionmaking groups with diverse members’ Human Relations Vol 47 pp 531–552CrossRefGoogle Scholar
McDamel, RR Jr, and Walls, ME (1997) ‘Diversity as a management strategy for organizations: A view through the lenses of chaos and quantum theories’ Journal of Management Inquiry Vol 6 pp 363–375CrossRefGoogle Scholar
McLeod, PL, and Lobel, SA (1992) ‘The effects of ethnic diversity on idea generation in small groups’ Academy of Management Best Paper Proceeding pp 227–231Google Scholar
Meglino, BM, Ravlin, EC, and Adkins, CL (1989) ‘A Work Values Approach to Corporate Culture: A Field Test of the Value Congruence process and Its Relationship to Individual Outcomes’ Journal of Applied Psychology Vol 74 No 3 pp 424–432CrossRefGoogle Scholar
Milliken, FJ, and Martins, LL (1996) ‘Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organisational Groups’ Academy of Management Review Vol 21 pp 402–433CrossRefGoogle Scholar
Morehead, A, Steele, M, Alexander, M, Stephen, K, and Duffin, L (1997) Changes at Work: The Australian Workplace Industrial Relations Survey Melbourne: LongmanGoogle Scholar
Morrison, A (1992) New leaders: Guidelines on leadership diversity in America San Francisco: Jossey-BassGoogle Scholar
Nemeth, C (1986) ‘Differential Contributions of Majority and Minority Influence’ Psychological Review Vol 93 pp 23–32CrossRefGoogle Scholar
Nishida, H, Hammer, MR, and Wiseman, RL (1998) ‘Cognitive differences between Japanese and Americans in their perceptions of difficult social situations’ Journal of Cross-Cultural Psychology Vol 29 No 4 pp 499–524CrossRefGoogle Scholar
Offermann, L, and Gowing, M (1993) ‘Personnel Selection in the Future: The Impact of Changing Demographics and the Nature of Work’ in Schmitt, N and Borman, WC (eds) Personnel Selection in Organisations San Francisco, CA: Jossey-Bass pp 385–417Google Scholar
O'Reilly, CA III, Caldwell, DF, and Barnett, WP (1989) ‘Work Group Demography, Social Integration, and Turnover’ Administrative Science Quarterly Vol 34 pp 21–37Google Scholar
Pearce, JL (1993) ‘Toward an organizational behavior of contract laborers: Their psychological involvement and effects on employee co-workers’ Academy of Management Journal Vol 36 No 5 pp 1082–1096CrossRefGoogle Scholar
Pelled, LH (1996) ‘Demographic diversity, conflict, and work group outcomes: An intervening process theory’ Organizational Science Vol 7 pp 615–631CrossRefGoogle Scholar
Pfeffer, J (1983) ‘Organisational Demography’ in Cummings, LL and Staw, BM (eds) Research in Organisational Behaviour Vol 5 Greenwich, CT: JAI Press pp 299–357Google Scholar
Porter, M (1990) The competitive advantage of nations MacmillanCrossRefGoogle Scholar
Powell, GN, and Butterfield, DA (1997) ‘Effect of race on promotions to top management in a federal department’ Academy of Management Journal Vol 40 pp 112–128Google Scholar
Probst, TM, Carnevale, P, and Triandis, HC (1999) ‘CultuDecision Processes Vol 77 No 3 pp 171–191Google Scholar
Roan, A (1996) ‘The National Training Reform Strategy And The Promises For Women Employed In The Service Sector’ Policy, Organisation and Society No 12 pp 47–63Google Scholar
Schneider, B (1987) ‘The People Make The Place’ Personnel Psychology Vol 40 pp 437–453CrossRefGoogle Scholar
Steiner, I (1972) Group process and productivity New York: McGraw-HillGoogle Scholar
Strodtbeck, FL (1958) ‘Family interaction, values, and achievements’ in McClelland, D (ed) Talent and society New York: Van Nostrand pp 135–195Google Scholar
Tessor, A (1993) ‘The importance of heri-tability in psychological research: The case of attitudes’ Psychological Review Vol 100 pp 129–142CrossRefGoogle Scholar
Tharenou, P, Latimer, S, and Conroy, D (1994) ‘How Do You Make It To The Top? An Examination Of Influences On Women's And Men's Managerial Advancement’ Academy of Management Journal Vol 37 No 4 pp 899–931Google Scholar
Triandis, HC, McCusker, C, and Hui, CH (1990) ‘Multimethod probes of individualsm and collectivism’ Journal of Personality and Social Psychology Vol 59 No 5pp 1006–1020CrossRefGoogle Scholar
Tsui, A, Egan, T, and O'Reilly, C (1992) ‘Being Different: Relational Demography and Organizational Attachment’ Administrative Science Quarterly Vol 37 pp 549–579CrossRefGoogle Scholar
Vanman, EJ and Miller, N (1993) ‘Applications Of Emotion Theory And Research To Stereotyping And Intergroup Relations’ in Mackie, DM, Hamilton, DLet al (eds) Affect, Cognition, and Stereotyping: Interactive Processes in Group Perception San Diego, CA: Academic Press pp 213–238CrossRefGoogle Scholar
Watson, WE, Kumar, K, and Michaelsen, LK (1993) ‘Cultural Diversity's Impact on Interaction Process and Performance: Comparing Homogeneous and Diverse Task Groups’ Academy of Management Journal Vol 36 pp 590–602Google Scholar
Weinstein, S (1996) ‘Diversity in action’ Progressive Grocer Vol 75 No 6 pp 44–48Google Scholar
Wiersema, MF, and Bird, A (1993) ‘Organizational Demography In Japanese Firms: Group Heterogeneity, Individual Dissimilarity And Top Management Team Turnover’ Academy of Management Journal Vol 3 pp 996–1025Google Scholar