TY - JOUR
T1 - Who promotes a value-in-diversity perspective?
T2 - A fuzzy set analysis of executives’ individual and organizational characteristics
AU - Bader, Anna Katharina
AU - Kemper, Lena Elisabeth
AU - Froese, Fabian Jintae
PY - 2019/3/1
Y1 - 2019/3/1
N2 - Diversity perspectives are philosophies of or approaches to diversity held by organizations, groups, or executives. They are important for organizations because they can determine the success or failure of diversity in the workforce. However, little is known about the predictors of diversity perspectives among executives. Using fuzzy set qualitative comparative analysis, we analyzed 50 interviews with top executives in Germany to identify individual and organizational characteristics that predict executives' adoption of a diversity perspective, in particular of a value‐in‐diversity perspective. Specifically, we analyzed gender, age, education level, vocational background, and tenure (individual characteristics), as well as size, sector of organization, and competitive environment (organizational characteristics), as potential predictors. We found single characteristics did not predict adoption, but configurations of characteristics did. Drawing on the person‐situation‐interactionist perspective, we developed specific profiles of executives likely to foster a value‐in‐diversity perspective and identified characteristics of their work environments that support such an approach. Theoretical and practical implications are discussed.
AB - Diversity perspectives are philosophies of or approaches to diversity held by organizations, groups, or executives. They are important for organizations because they can determine the success or failure of diversity in the workforce. However, little is known about the predictors of diversity perspectives among executives. Using fuzzy set qualitative comparative analysis, we analyzed 50 interviews with top executives in Germany to identify individual and organizational characteristics that predict executives' adoption of a diversity perspective, in particular of a value‐in‐diversity perspective. Specifically, we analyzed gender, age, education level, vocational background, and tenure (individual characteristics), as well as size, sector of organization, and competitive environment (organizational characteristics), as potential predictors. We found single characteristics did not predict adoption, but configurations of characteristics did. Drawing on the person‐situation‐interactionist perspective, we developed specific profiles of executives likely to foster a value‐in‐diversity perspective and identified characteristics of their work environments that support such an approach. Theoretical and practical implications are discussed.
KW - Germany
KW - diversity perspectives
KW - fuzzy set qualitative comparative analysis
KW - top executives
KW - workforce diversity
UR - http://www.scopus.com/inward/record.url?scp=85058686885&partnerID=8YFLogxK
U2 - 10.1002/hrm.21946
DO - 10.1002/hrm.21946
M3 - Article
VL - 58
SP - 203
EP - 217
JO - Human Resource Management
JF - Human Resource Management
SN - 1641-0882
IS - 2
ER -