Ethnic culture and corporate culture: Using black styles in organizations

Foeman, Anita; Pressley, Gary

doi:10.1080/01463378709369695

Cited by 45 publications

(29 citation statements)

References 17 publications

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“…This suggests that homogenous organizations are less likely to perform at an optimal level. In addition, it would appear that maintaining and utilizing a workforce that promotes and recognizes diversity exponentially increases the pool of knowledge, skills, and abilities upon which the organization can draw (Foeman & Pressley, 1987).…”

Section: Why a Business Case?mentioning

confidence: 98%

Beyond the Business Case for Diversity in Organizations

O’Leary

Weathington

2006

Employ Respons Rights J

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Many organizations and institutions are spending extensive time, money, and resources to justify a focus on diversity. In this paper, we argue that, instead of justifying demographic diversity, the more appropriate focus is on properly managing the processes and outcomes of a diverse workforce. Demographic diversity in the workplace is a reality. In terms of both composition and sheer numbers, the workforce today is more demographically diverse than it has ever been, and there is every indication that it will be even more diverse in the future. Accordingly, this paper argues that we must go beyond the business case for diversity to effectively utilize the diversity that already exists and create a just workplace.Key words diversity . personnel management . changing workforce . demographics If, then, there is some end of the things we do, which we desire for its own sake,... and if we do not choose everything for the sake of something else..., clearly this must be the good and the chief good. Will not the knowledge of it, then, have a great influence

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Section: Why a Business Case?mentioning

confidence: 98%

Beyond the Business Case for Diversity in Organizations

O’Leary

Weathington

2006

Employ Respons Rights J

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“…Such studies have shown that North Americans ( ) tend to be individualistic Hofstede, 1980;Inkeles, 1983 ; whereas, values linked to a group orientation, a sense of community and cooperation ( distinguish African-American culture Kochman, 1981;Foeman & Presley, ) 1987 .…”

Section: Personalitymentioning

confidence: 98%

The Personality, Job Satisfaction and Turnover Intentions of African-American Male and Female Accountants: An Examination of the Human Capital and Structural/Class Theories

Glover

Mynatt

Schroeder

2000

Critical Perspectives on Accounting

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“…Research shows that noticeable differences among coworkers are associated with increased staff turnover (Pfeffer & O'Reilly, 1987;Cummings, Zhou & Oldham, 1993) and workgroup conflict (Ancona & Caldwell, 1992;Eisenhardt, Kahwajy, & Bourgeois, 1997;Jehn, Northcraft, & Neale, 1999), but differences among coworkers also offer great potential benefits to organizations' product quality, market reputation, and bottom line. That is, diversity can and should benefit the way work gets done, as well as the resulting products of that effort (see, e.g., Helgesen, 1990;Foeman & Pressley, 1987). Yet, a recently completed 5 year study of the impact of diversity on business results found no major advantages or disadvantages for organizational performance from increased diversity in the workforce.…”

Section: Introductionmentioning

confidence: 98%

Diversity in context: how organizational culture shapes reactions to workers with disabilities and others who are demographically different

Spataro

2005

Behav. Sci. Law

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Successfully integrating workers with disabilities into their organizations is both a challenge and an opportunity facing managers today. Despite laws and business practices prohibiting discrimination against those with disabilities, people with disabilities are consistently underutilized in organizations. This article applies theories of demographic diversity in organizations to assert that a richer understanding of organizational cultures and their implications for workers with disabilities may shed light on the question of how and why workers with disabilities may be excluded from mainstream work experiences and career progression. The article briefly reviews business arguments that support integration of workers with disabilities into organizations based on their contribution to the overall diversity within the organization, and reviews complications in the research on diversity to date that leave important questions of the potential gains or detriments from increasing this diversity unanswered. The article then goes on to introduce organizational culture as an underinvestigated but likely potent tool in explaining how and when workers who are demographically different, in general, and with disabilities, specifically, may be successfully integrated into an organization's work force. The article introduces three types of organizational culture: culture of differentiation, culture of unity, and culture of integration. Each is explained in terms of its content and its implications for managing diversity. A discussion of the implications of culture as a primary tool for managing the integration of workers with disabilities concludes the paper.

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Ethnic culture and corporate culture: Using black styles in organizations

Cited by 45 publications

References 17 publications

Beyond the Business Case for Diversity in Organizations

Beyond the Business Case for Diversity in Organizations

The Personality, Job Satisfaction and Turnover Intentions of African-American Male and Female Accountants: An Examination of the Human Capital and Structural/Class Theories

Diversity in context: how organizational culture shapes reactions to workers with disabilities and others who are demographically different

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