From inclusive climate to organizational innovation: Examining internal and external enablers for knowledge management capacity.

Abstract

As the diversity field evolves, scholars are shifting the attention from mitigating "problems" associated with diversity to searching for ways to leverage the potential value in diversity. We advance this field by studying how an inclusive climate benefits organizational innovation, an important foundation for sustained competitive advantage. Adopting a synergy perspective, we examine the internal (i.e., workplace demographic diversity in terms of age, gender, and region) and external contingencies (i.e., environmental scanning and environmental uncertainty) for an inclusive climate to foster incremental and radical innovation through the mechanism of knowledge management capacity. We tested our research model with a three-wave data collection from multiple sources (i.e., employees, human resource managers, and executives) in 102 organizations. We found that workplace age and regional diversity (but not gender diversity) strengthened the positive effect of inclusive climate on knowledge management capacity, and subsequently incremental and radical innovation. The facilitating effect of environmental scanning was only significant for organizations that experienced higher environmental uncertainty. Our research highlights the importance of considering the synergistic potential of internal human resources and external environments for organizations to capitalize on their inclusive climate for knowledge management and innovation.

Preretirement resources and postretirement life satisfaction change trajectory: Examining the mediating role of retiree experience during retirement transition phase.

“…RESOURCES AND RETIREMENT ADJUSTMENT (e.g., Burmeister et al, 2022;Li et al, 2022;Shockley et al, 2021), we modeled missing values with full-information maximum likelihood estimator to retain as much data as possible (Enders & Bandalos, 2001). Our research conclusions were similar without modeling missing values (N = 627).…”

“…Most participants were married (94.3%), with very small proportions of participants being partnered (0.1%), divorced (2.2%), single (1.8%), or widowed (1.5%). Following prior studies (e.g., Burmeister et al, 2022; Li et al, 2022; Shockley et al, 2021), we modeled missing values with full-information maximum likelihood estimator to retain as much data as possible (Enders & Bandalos, 2001). Our research conclusions were similar without modeling missing values ( N = 627).…”

When, why, and for whom is receiving help actually helpful? Differential effects of receiving empowering and nonempowering help based on recipient gender.

“…Finally, we also recommend that future research consider the broader workplace context in which helping takes place. Research on inclusive climates has found that such contexts can instill in employees a sense of trust and safety (e.g., Li et al, 2022; Ward et al, 2022). The implication is that in such a climate, the impacts of receiving nonempowering help for women should be mitigated.…”

The Lived Experiences of Women of Color Leaders in Human Services: Professional Challenges and Implications for the Field

“…The National Organization for Human Services (NOHS, 2015) standards assert, "The fundamental values of the human services profession include respecting the dignity and welfare of all people; promoting selfdetermination; honoring cultural diversity; advocating for social justice; and acting with integrity, honesty, genuineness and objectivity." When organizations have diverse climates, they are better equipped to provide more opportunities for innovation and creativity to meet the needs of clients and communities (Li et al, 2022). Organizational policies and practices often affect the ability to recruit and retain effective leaders.…”