Leveraging diversity to improve business performance: Research findings and recommendations for organizations

By M. Jayne, R. L. Dipboye. 2004

506 citations recorded by the source corpus.

Subfields: Gender Studies, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0c321dc8150482e98376cf80313d39a1be52c72d

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In Gender Studies

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

MEN, WOMEN, AND MANAGERS: ARE STEREOTYPES FINALLY CHANGING? (2006, background): “When focused on gender, the aim is typically to identify stereotypes and promote inclusion, rather than highlighting differences between men and women (Jayne & Dipboye, 2004).”
Does Workplace Diversity Matter? A Survey Of Empirical Studies On Diversity And Firm Performance, 2000-09 (2011, background): “…diversity Quantity and Quality of Performance, Social Integration, Team Cohesion, Decision Making, Creativity and Problem Solving Jayne and Dipboye (2004) Race, multicultural organizations, psychological framing, management diversity initiatives KSAOs: Knowledge, skills,…”
Expanding Insights on the Diversity Climate–Performance Link: The Role of Workgroup Discrimination and Group Size (2014, methodology): “To handle the potential problems arising from common method bias (e.g., Campbell Due to previous studies demonstrating that actual diversity (e.g., Jayne & Dipboye, 2004) may impact group performance, we included three variables as controls.”
Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management (2017, background): “The findings highlight the role of top management in crafting DEM systems (Broughton & Strebler, 2008; Jayne & Dipboye, 2004; Kreitz, 2008).”
Ethnic diversity on top corporate boards: a resource dependency perspective (2007, background): “Diversity management has been increasingly adopted in the US, where the business case was made earlier than in the UK, although Jayne and Dipboye ( 2004 ) comment that too much attention has been paid to the expected financial outcomes of diversity management and that positive outcomes are often con”
The third ‘generation’ of workplace coaching: creating a culture of quality conversations (2017, background): “Although the above specific example may be relatively rare, the experience of ingroups and out-groups being formed during such organisational development initiatives is extremely common and can be highly dysfunctional (Jayne & Dipboye, 2004).”
The role of diversity practices and inclusion in promoting trust and employee engagement (2015, background): “A successful diversity program should communicate its goals in a way that frames diversity as a challenge and an opportunity rather than as a threat or hurdle to overcome (Jayne & Dipboye, 2004; Howard-Grenville & Hoffman, 2003).”