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Unformatted text preview: A configurational framework for diversity: socialization and culture Amy McMillan-Capehart Department of Management, East Carolina University, Greenville, North Carolina, USA Abstract Purpose – To develop hypotheses aimed at finding ways to take full advantage of the benefits associated with selecting and hiring dissimilar employees such as creativity, productivity, and problem solving, while avoiding negative consequences such as lower job satisfaction and increased turnover. Design/methodology/approach – A review of the diversity, socialization, and culture literature was conducted. In addition, this research is based on configurational theory and the idea that all the constructs interact with one another in order to affect outcomes in an organization. Findings – The literature review and theory development support the idea that, in order to benefit from the positive outcomes related to diversity, organizations should implement individualized socialization tactics within a collectivistic organizational culture. Research limitations/implications – The hypotheses need to be empirically tested. Practical implications – This research suggests that it is possible for managers to get the most out of a diverse workforce while minimizing the negative effects. One of the main issues with diversity is the increased conflict and turnover. By implementing individualistic socialization tactics within a collectivistic culture, organizations will benefit from employees’ backgrounds and experiences, while promoting teamwork and a cohesive organization. Originality/value – This paper fills a void in the diversity literature by suggesting that it is through socialization and culture that one can overcome the negative effects of diversity. Keywords Equal opportunities, Socialization, Organizational culture, Conflict, Employee turnover, Job satisfaction Paper type Conceptual paper Given the globalization of the marketplace and the changing demographics in the USA, the increasing diversity of the workforce represents a relevant issue of concern for both academics and practitioners. In particular, academic research has examined the impact of cultural diversity on the organization (e.g. Cox and Blake, 1991; Nemetz and Christensen, 1996; Richard, 2000; Gomez-Mejia and Palich, 1997; Riccucci, 1997; Thomas, 1999). For example, cultural diversity has been positively associated with many different organizational consequences, including creativity (Jackson, 1992; McLeod et al. , 1996), productivity (Richard, 2000), and problem solving (Watson et al. , The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at www.emeraldinsight.com/researchregister www.emeraldinsight.com/0048-3486.htm A previous version of this paper was presented at the National Academy of Management Conference in Toronto, 2000....
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This note was uploaded on 02/02/2012 for the course COM 211 taught by Professor Terrancesnodgrass during the Spring '11 term at Chapman University .
- Spring '11
- Intercultural Communication