Being Different Yet Feeling Similar: The Influence of Demographic Composition and Organizational Culture on Work Processes and Outcomes

Chatman, Jennifer A.; Polzer, Jeffrey T.; Barsade, Sigal G.; Neale, Margaret A.

doi:10.2307/2393615

Cited by 634 publications

(523 citation statements)

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“…Regarding similarities, COL was associated with more cooperation and positive attitudes toward teams at the individual (Bennett, 1999;Eby et al, 2000;Shapiro, 2000, 2001a;Steensma et al, 2000a;Wade-Benzoni et al, 2002), group/organization (Chatman and Barsade, 1995;Eby and Dobbins, 1997;Kirkman and Shapiro, 2001b), and country levels (Schuler and Rogovsky, 1998;Steensma et al, 2000b). Similarly, IND was associated with increased conflict at the individual (Gabrielidis et al, 1997) and group/organization levels (Cox et al, 1991;Chatman et al, 1998;Oeztzel, 1998, and handling such conflict using personal experience or training rather than formal rules at the country level . This may help to explain why team efforts often fail in highly individualistic countries such as the US (Kirkman and Shapiro, 1997).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Individualists displayed similar cooperation regardless of organizational culture. Again using US MBAs, Chatman et al (1998) found that individualistic-collectivistic organizational culture moderated the relationships between relational demography and social interaction, conflict, productivity, and creativity such that in collectivistic cultures demographic heterogeneity was positively related to communication; more conflict was found in individualistic than in collectivistic cultures, but collectivists viewed conflict as more beneficial; and as demographic similarity decreased, subjects in collectivistic cultures perceived themselves as more creative than those in individualistic cultures; similar people were more productive in individualistic than in collectivistic cultures, whereas dissimilar people were equally productive across the two cultures.…”

Section: Research Challengesmentioning

confidence: 99%

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A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

2006

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Since Geert Hofstede's Culture's Consequences: International Differences in Work-Related Values (Sage, 1980) was published, researchers have utilized Hofstede's cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede's framework in the future. Journal of International Business Studies (2006) 37, 285–320. doi:10.1057/palgrave.jibs.8400202

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Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Research Challengesmentioning

confidence: 99%

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

2006

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“…According to Lukes (1973), "the notion of autonomy or self-direction, according to which an individual's thought and action are his own, and not determined by agencies or causes outside his control," pertains to individualistic cultures. On the contrary, individuals in collectivistic cultures have stronger identification with their organizations (Chatman, Polzer, Barsade, & Neale, 1998). Accordingly, the model tested in the present study should be tested in cross-cultural research that will allow for analysis of these cultural differences.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 91%

Role of Leadership in Employees’ Work Engagement: Organizational Identification and Job Autonomy

Gözükara¹,

Şimşek²

2015

IJBM

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Transformational leadership is a style of leadership that leads to transformation in the opinions and beliefs of followers. The behaviors of transformational leaders result in higher levels of follower commitment and engagement. Work engagement refers to followers' feelings regarding their work in terms of what their work means to them and to what extent they want to show full concentration. The present study examines the effect of transformational leadership on work engagement by focusing on the mediator roles of job autonomy and organizational identification. The study data was collected using questionnaires from 252 participants working in higher education. The data was analyzed using structural equation modeling. The results supported study hypotheses, demonstrating that transformational leadership had a positive effect on work engagement, and job autonomy and organizational identification fully mediated the relationship between transformational leadership and work engagement. The findings from this research specifically highlight the significant impact of job autonomy and organizational identification on work engagement within the context of leadership.

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“…Drawing on social identity (SIT; Tajfel & Turner, 1986) and self-categorization theories (SCT; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987), group diversity researchers have suggested that group members routinely categorize themselves in relation to other members based on salient demographic Running head: ETHNIC DISSIMILARITY AND THE BELONGING MOTIVE 3 characteristics, and these self-definition processes affect members' experiences in groups through motive satisfaction/frustration (Chatman, Polzer, Barsade, & Neale, 1998;Tsui et al, 1992).…”

Section: Introductionmentioning

confidence: 99%

“…characteristics, and these self-definition processes affect members' experiences in groups through motive satisfaction/frustration (Chatman, Polzer, Barsade, & Neale, 1998;Tsui et al, 1992).…”

mentioning

confidence: 99%

Ethnic dissimilarity predicts belonging motive frustration and reduced organizational attachment

Kim

Ormiston

Easterbrook

et al. 2017

Group Processes & Intergroup Relations

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Some empirical studies show negative consequences of being demographically different from one's group, but the underlying psychological mechanisms are not well understood. To address this gap, we investigated the role of the belonging and distinctiveness motives in individuals' experiences of being ethnically dissimilar from their group. We propose that ethnic dissimilarity satisfies group members' need for distinctiveness whereas it frustrates members' need for belonging, and this frustration reduces their organizational attachment. An experimental study showed that ethnic dissimilarity led to heightened arousal of the belonging motive, indicating that this motive was frustrated. In a naturalistic study of real-life student groups, ethnic dissimilarity was associated with frustrated belonging, which in turn was associated with reduced organizational attachment. This paper contributes to the literature of demographic dissimilarity in groups by closely examining the effect of demographic dissimilarity on group members' fundamental motives and reactions to group membership.Keywords: demographic dissimilarity; group diversity; belonging motive; distinctiveness motive; identity shift Running head: ETHNIC DISSIMILARITY AND THE BELONGING MOTIVE 2 Both academics and management practitioners highlight the value of demographic diversity, particularly with regards to group tasks. Diversity in work groups can lead to high quality group outcomes because of the varied perspectives and knowledge within the group (Cox, Lobel, & McLeod, 1991;McLeod, Lobel, & Cox, 1996), tolerance of dissenting ideas (Phillips & Loyd, 2006), and thorough information processing (Sommers, Warp, & Mahoney, 2008). However, diversity can also have detrimental effects on individual group members. Indeed, individuals who are demographically dissimilar from their group, at times, suffer from a host of individual problems, such as reduced satisfaction and commitment, as well as higher absenteeism and turnover (e.g., Chatman & Flynn, 2001;Guillaume, Brodbeck, & Riketta, 2012;Jackson et al., 1991;Liao, Joshi, & Chuang, 2004;Riordan & Shore, 1997;Tsui, Egan, & O'Reilly, 1992; but see Guillaume, Van Knippenberg, & Brodbeck, 2014).One key mechanism proposed to explain these negative effects is motivated identity construction, or how individuals define themselves to satisfy basic identity motives (Ashforth & Mael, 1989;Vignoles, 2011). Drawing on social identity (SIT; Tajfel & Turner, 1986) and self-categorization theories (SCT; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987), group diversity researchers have suggested that group members routinely categorize themselves in relation to other members based on salient demographic Running head: ETHNIC DISSIMILARITY AND THE BELONGING MOTIVE 3 characteristics, and these self-definition processes affect members' experiences in groups through motive satisfaction/frustration (Chatman, Polzer, Barsade, & Neale, 1998;Tsui et al., 1992).Among several motives that can guide identity processes (Ashforth & Mael, 1989...

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Being Different Yet Feeling Similar: The Influence of Demographic Composition and Organizational Culture on Work Processes and Outcomes

Cited by 634 publications

References 39 publications

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

Role of Leadership in Employees’ Work Engagement: Organizational Identification and Job Autonomy

Ethnic dissimilarity predicts belonging motive frustration and reduced organizational attachment

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