If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the relationship between employee perceptions of diversity within the senior management, management and non-management levels of their organizations and their perceptions of organizational performance. Design/methodology/approach -Surveys were administered to 391 managers or professionals in 130 organizations located in the southeastern United States to determine their perceptions of diversity and performance within their organizations. Findings -Regression analysis found strong support for the hypothesis that employee perceptions of diversity at the senior management level of an organization is positively related to perceptions of organizational performance. Likewise, there was support for the hypothesis that employee perceptions of diversity at the non-manager level were positively related to perceptions of organizational performance.Research limitations/implications -The current study was based strictly on perceptual measures. Future research could also consider the use of more objective measures of diversity to gauge any potential differences between perception and reality. Considering that the sample was drawn strictly from the southeastern US, the conclusions may not be applicable to other cultures in other parts of the world. Practical implications -Organizations need to be sure that they focus on initiatives that have a positive influence on employee perceptions of diversity within the ranks of senior management and non-management. Originality/value -This research sheds new light on the importance of employee perceptions of diversity within the various levels of employees in their organizations and organizational performance.

Using an inductive qualitative approach, this study examined natural Black hair bias in the workplace. An analysis of 274 comments posted to online discussion boards revealed that some Black women are embracing natural hairstyles, but many feel pressured to conform to Eurocentric hairstyles and some have experienced negative consequences stemming from their natural hairstyle choices. Within the comments, three major themes, namely,(1) hair bias, (2) identity (including self-concept and identity transition), and (3) conformity, as well as five minor themes, were identified. Based on the qualitative analysis, we identified labeling theory, identity theories (self-concept and identity transition), and the facades of conformity theory as relevant and useful in guiding future research. The key themes were integrated into a model to provide a more comprehensive story of hair bias experiences that may be useful in guiding future research.

Purpose -More than 40 years after the passage of the Civil Rights Act of 1964, African Americans experienced partial inclusion in corporate America and to a certain extent have had to maintain a bicultural identity to function. This article aims to provide insight into the lived experience of African Americans in corporate America to illustrate the experience and effect of partial inclusion and biculturalism. Design/methodology/approach -The paper explores the lived experience of partial inclusion and biculturalism, phenomenological interviews were conducted with a small number of African Americans who work or worked in corporate America. Findings -As a result of partial inclusion, the participants often did not engage in social interaction to the same extent as their colleagues which resulted in them having less information, less access to social networks, and less of a sense of belonging in the organization. Consequently, they often felt less connected to the organization and had to work harder to compensate for the deficit this created. This coupled with the absence of a sense of belonging may have decreased their level of satisfaction and increased the need to keep their two worlds separate. This made life more difficult for them Research limitations/implications -This study examined the careers and experiences of a small number of African Americans who worked in corporate America during the 1960s and 1970s. Future research should include examining the careers and experiences of African Americans and other minorities who have entered corporate America more recently. Practical implications -Creating an inclusive workplace will foster and environment where employees feel more of a connection to their organizations and their coworkers and allow them to focus more of their efforts on meeting organizational goals rather than on overcoming deficits created by lack of information and balancing between two worlds. Originality/value -This article explores the lived experience of partial inclusion and biculturalism noting that in some cases African Americans consciously chose not to participate in social events. The concept of double partial inclusion in which African Americans did not feel that they were fully included in the corporate culture or the African American culture was introduced.

According to Ribeau, Baldwin, and Hecht, communication is an interactive event during which persons assign meaning to messages and jointly create identities and social reality. In communications between co-cultures, the assignment of meaning to symbols requires the interpretation of those messages and adapting to the social aspect of each individual co-culture. A number of problems can occur because of ethno-cultural factors such as those that reflect values, beliefs, and norms and symbolic meaning.One way to describe effective communication is that which is productive and satisfying to both the communicator and communicatee. It is appropriate that we follow rules and expectations of each participant in the communication. Due to cultural differences, however, the rules and expectations of the participants may differ.Effective communication is compromised when problems or misinterpretations exist between the co-culture and the majority culture in the USA which is European American. Effective communication between co-cultures is an increasingly significant concern due to changes in the demographics of the US population, and consequently its workforce and consumer market. In this article, we examine the demographic changes in the US population and look at communication and culture to make crosscultural communications more effective by resolving the problems that occur when communicating between co-cultures. Demographic changesThe demographics of the US population have changed. According to the 2000 census, African Americans account for 12.3 percent of the population, a 15.6 percent increase from 1990. Asian-Americans account for 3.6 percent of the population, a 48.3 percent increase from 1990. And Hispanic Americans account for 12.5 percent of the population, an increase of 57.9 percent from 1990. Even greater change in the population is expected in the years to come. The 1999 census data published by the US Census Bureau projected the white, non-Hispanic population to decline from 71 percent to just over 60 percent over the next 20 years. Of the new entrants into the US workforce, 85 percent will be minorities, women, and immigrants.

Diversity has increasingly become a``hot-button'' issue in corporate, political, and legal arenas. While many organizations have embraced diversity, others still consider it merely an issue of compliance with legal requirements. Effective diversity management has historically been used to provide a legally defensive position; that is, a ®rm with a diverse workforce could argue that they were not guilty of discrimination because of the prima facie case based on their workforce demographics representing the demographics of the local community. However, in more recent years, the view of diversity has dramatically changed to a more proactive concept. Many business leaders are now beginning to believe that diversity has important bottom-line bene®ts. Businesses must have a more diverse workforce in order to more effectively understand and meet the needs of a rapidly growing base of minority consumers. Diversity in the workforce can be a competitive advantage because different viewpoints can facilitate unique and creative approaches to problem-solving, thereby increasing creativity and innovation, which in turn leads to better organizational performance.