Inclusion and Diversity in Work Groups: A Review and Model for Future Research

By L. Shore, Amy E. Randel, Beth G. Chung, M. Dean, Karen Holcombe Ehrhart, Gangaram Singh. 2011

1,737 citations recorded by the source corpus.

Subfields: Gender Studies, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0fbc3af1b981429f54d811d50363a052b794f1d2

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Citations in the corpus

Impact of inclusive leadership on innovative work behavior: The role of psychological safety (2017, background): “Second, in a quality relationship with IL, employees experience leadership support in term of beneficial resources like time, space and materials and political support for legitimacy and innovationrelated information which lead them to develop, promote, and implement new ideas (Ilies, Nahrgang, & Mo”
Work Group Inclusion: Test of a Scale and Model (2020, background): “The uniqueness component of work group inclusion involves employees’ perceptions that they can be different from others in their work group, that they can have different views, and that those differences are valued and respected by other work group members (Shore et al., 2011).”
Inclusive leadership and innovative work behavior: The role of psychological empowerment (2018, background): “Inclusive leader exhibited attributes such as openness, availability and accessibility (Carmeli, Gelbard, & Gefen, 2010; Shore et al., 2011).”
Cracking but not Breaking: Joint Effects of Faultline Strength and Diversity Climate on Loyal Behavior (2015, background): “When employees feel that everyone in the organization is equally valued and included regardless of their demographic attributes, they may be less likely to respond negatively to the relationship-related faultlines present in many organizations (Gonzalez & DeNisi, 2009; Shore et al., 2011).”
Expanding Insights on the Diversity Climate–Performance Link: The Role of Workgroup Discrimination and Group Size (2014, background): “While we seem to know that a pro-diversity climate has a positive impact on performance, we know surprisingly little about how such effects occur and which intervening processes and mechanisms are important to explore (McKay et al., 2009; Shore et al., 2011).”
Leader inclusiveness, psychological diversity climate, and helping behaviors (2016, methodology): “The Shore et al. (2011) model of inclusion provides a meaningful basis for understanding the critical role of leader inclusion, but more conceptual and operational development of the leader inclusiveness construct is needed.”
The Benefits of Climate for Inclusion for Gender-Diverse Groups (2013, background): “Although scholars have since added to conceptual understanding of inclusion (e.g., Holvino et al., 2004; Shore et al., 2011), there are no published quantitative studies of inclusive climates.”
The Psychological Benefits of Creating an Affirming Climate for Workplace Diversity (2013, background): “Ever since dramatic shifts in the demographics of the workforce were predicted more than two decades ago, diversity researchers and authors have been writing about the need for organizations to create a work environment that supports and values diverse employees (e.g., Cox, 1994; Konrad, Prasad, & P”