Diversity as a Basis for Shared Organizational Identity: The Norm Congruity Principle

By Floor Rink, N. Ellemers. 2007

108 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/156c55f02ea061a93bf39de38f8c5a8bea892d65

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In Gender Studies

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Citations in the corpus

Social identity patterns in culturally diverse organizations: The role of diversity climate (2012, unknown): “Indeed, studies have shown that it is possible to create a group identity based on “diversity” as a unifying characteristic (Cunningham, 2006; Postmes, Spears, Lee, & Novak, 2005; Rink & Ellemers, 2007; Van Knippenberg & Haslam, 2003).”
Us and Me: Team Identification and Individual Differentiation as Complementary Drivers of Team Members' Citizenship and Creative Behaviors (2008, background): “…developed notion that the expression of individuality and the formation of a social identity can be reconcilable in interactive groups that appreciate the value of individual qualities and diversity (e.g., Hornsey & Jetten, 2004; Jetten et al., 2002; Postmes et al., 2005; Rink & Ellemers, 2007).”
Beyond the Glass Ceiling: The Glass Cliff and Its Lessons for Organizational Policy (2014, background): “…is to realize that women, just like men, can hold very different professional identities, display very different leadership styles, can differ in the task strategies that they work with, and may also differ in the career paths to which they aspire (Ellemers et al., 2012; Rink & Ellemers, 2007).”
Women in high places: When and why promoting women into top positions can harm them individually or as a group (and how to prevent this) (2012, background): “If the other person then turns out to violate this expectation, this can be a cause for disappointment and dissatisfaction (Rink & Ellemers, 2007a).”
A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance (2016, background): “…can be a signal that deep-level differences between team members exist, creating an expectation that there will be differences of information or opinion (Phillips et al., 2004) and a sense of congruence about norms and interpersonal relations in the team (Phillips, 2003; Rink & Ellemers, 2007b).”