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Who promotes a value‐in‐diversity perspective? A fuzzy set analysis of executives' individual and organizational characteristics.
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- Author(s): Bader, Anna Katharina; Kemper, Lena Elisabeth; Froese, Fabian Jintae
- Source:
Human Resource Management; Mar/Apr2019, Vol. 58 Issue 2, p203-217, 15p- Subject Terms:
ADAPTABILITY (Personality); AGE distribution; ATTITUDE (Psychology); CHANGE; COMPARATIVE studies; COMPETITION (Psychology); CORPORATE culture; EMPLOYMENT discrimination; ETHNIC groups; PSYCHOLOGY of executives; INTERVIEWING; ORGANIZATIONAL change; CULTURAL pluralism; SEX distribution; VOCATIONAL education; WORK environment; QUALITATIVE research; EDUCATIONAL attainment; DESCRIPTIVE statistics - Source:
- Additional Information
- Subject Terms:
- Abstract: Diversity perspectives are philosophies of or approaches to diversity held by organizations, groups, or executives. They are important for organizations because they can determine the success or failure of diversity in the workforce. However, little is known about the predictors of diversity perspectives among executives. Using fuzzy set qualitative comparative analysis, we analyzed 50 interviews with top executives in Germany to identify individual and organizational characteristics that predict executives' adoption of a diversity perspective, in particular of a value‐in‐diversity perspective. Specifically, we analyzed gender, age, education level, vocational background, and tenure (individual characteristics), as well as size, sector of organization, and competitive environment (organizational characteristics), as potential predictors. We found single characteristics did not predict adoption, but configurations of characteristics did. Drawing on the person‐situation‐interactionist perspective, we developed specific profiles of executives likely to foster a value‐in‐diversity perspective and identified characteristics of their work environments that support such an approach. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]
- Abstract: Copyright of Human Resource Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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