This study examined the formation and persistence of homophilous, or same-race, friendship ties among racial minorities and whites in a “newcomer” setting. Homophilous ties provide valuable sources of mutual support but may limit racial minorities' access to resources and information in organizations. Study participants were first-year MBA students who entered a program at the same time. We measured network ties at two times: six weeks after the beginning of the students' first semester in the program, and at the beginning of the following semester 3 1/2 months after the second survey. We also administered a separate survey measuring social identity salience prior to the first network survey. Despite the fact that there were fewer same-race ties for racial minorities to choose from, their friendship networks demonstrated greater homophily than those of whites early in the formation of the network and over time. Also, African-Americans were more likely than whites to seek out homophilous friendship ties in other class sections. Race as a salient social identity group membership was positively related to homophily for African-Americans, Hispanics, and whites. Over the time period studied there was no significant change in homophily among the racial groups' networks, despite the explicit promotion of diversity in recruitment of students, formation of heterogeneous classes and teams, and active support by the MBA program administrators. We discuss the practical implications of our findings for organizations that are attempting to increase cultural diversity and promote active interaction among individuals from different racial and ethnic backgrounds.

This study used a scenario design to examine whether there are different reactions among whites based on how a diversity program is justified by an organization. A reactive justification (affirmative action) was proposed to result in greater backlash than a competitive advantage justification (diversity management). In addition, this study examined the effects of personal and group outcomes on backlash and explored two individual difference variables, gender and orientation toward other ethnic groups, as potential moderators of the proposed relationships. Backlash was operationalized in four ways: an affect‐based measure (negative emotions), two cognitive‐based measures (attitude toward the diversity program, perceptions of unfairness of promotion procedures), and a behavioral‐intentions‐based measure (organizational commitment). Results indicated that the diversity management justification was associated with more favorable support of the diversity initiative, and that unfavorable personal and group outcomes adversely affected backlash reactions. There was no empirical support for the influence of the moderator variables on the proposed relationships, however, a main effect for gender was found. Implications of the study's findings and future research directions are discussed.

The author examined the influence of organizational diversity management on White men's and racial minorities' perceptions of fairness when members of their identity group were disproportionately harmed in a layoff. Using a scenario design, the author studied the reactions of 284 White male and racial minority layoff survivors under 2 different diversity contexts. White men saw the layoff as less fair to their group when other White men were laid off disproportionately in an active-diversity context versus an inactive-diversity context. Racial minorities' perceptions of fairness when other minorities were laid off disproportionately were not influenced by the diversity context, but they perceived the layoff as more fair to their group in an active-diversity context when White men were laid off disproportionately. The findings suggest that during layoffs or other significant organizational changes where job insecurity is heightened, different identity groups might perceive diversity management differently.

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This study examined employees' reactions to a voluntary sever ance program (VSP). Results generally supported a model that links perceptions of justice-based attributes (adequacy of outplacement help; consistency, objectivity, and ethicality of procedures) with affective commitment and intentions to leave. We also considered the main and moderating effects of a particular voluntary severance outcome, eligi bility. Eligibility was associated with both commitment and turnover intentions, and moderated the effect of perceived adequacy of outplace ment help on turnover intentions, as well as the effect of perceived procedural fairness on commitment. Control variables representing demographics (age), perceived fairness of a previous early retirement program, and anticipation of future layoffs also significantly influenced both outcomes. Implications for future research and for management are discussed.