Does Diversity Pay?: Race, Gender, and the Business Case for Diversity

By C. Herring. 2009

1,092 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Public Administration

View Paper: https://www.semanticscholar.org/paper/3a78b9b57b0076ace1c394c44db9b0008acd48a6

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Citations in the corpus

The Benefits of Climate for Inclusion for Gender-Diverse Groups (2013, background): “…outcomes is that heterogeneous groups tend to experience higher levels of conflict (e.g., DiTomaso et al., 2007; Jackson, Joshi, & Erhardt, 2003; Herring, 2009; King, Hebl, & Beal, 2009; Mannix & Neale, 2005; Milliken & Martins, 1996; van Knippenberg, De Dreu, & Homan, 2004; van Knippenberg &…”
Female board directorship and firm performance: What really matters? (2018, background): “Further, (female) diversity ay degrade interactions among board members because of poentially lower cohesiveness ( DiTomaso et al., 2007; Herring, 2009 ). iversity may also lead to tokenism if female board members are ot sufficiently numerous ( Torchia et al., 2011 ).”
Diversity improves performance and outcomes. (2019, background): “A broad study of 1002 US firms found ethnic diversity was associated with higher sales, more customers, higher market share, and larger profits.(25) Again, greater genderdiversity improved sales, customer base and profits.”
Why Does Workplace Gender Diversity Matter? Justice, Organizational Benefits, and Policy (2019, background): “…to the few studies examining horizontal WGD within the workforce and outcome variables, in a U.S. representative sample of for-profit organizations, Herring (2009) found that greater horizontal WGD (i.e., closer to gender balance) was linearly related to more customers, higher sales revenue, and…”
Why Organizational and Community Diversity Matter: Representativeness and the Emergence of Incivility and Organizational Performance (2011, background): “First, adding to a small number of studies empirically testing the effects of organizational-level ethnic diversity (Herring, 2009; Richard, 2000; Richard et al, 2004; 2007), the results suggest that ethnic diversity in hospital staff was negatively associated with civil treatment of patients.”
Cultural Diversity and Local Labour Markets (2014, background): “Exceptions include NATHAN and LEE (2010), who focused on the UK, and PAROTTA et al. (2010), who looked at the Danish case.”
Does Diversity-Valuing Behavior Result in Diminished Performance Ratings for Non-White and Female Leaders? (2017, background): “…formal organizational policies to engage in diversityvaluing behavior, largely due to the growing attention to the financial (Dezsö & Ross, 2012; Herring, 2009; Lopuch & Davis, 2014; Nishii, 2013; Walker, Field, Bernerth, & Becton, 2012;Wayne&Casper, 2012) and moral (Unzueta & Knowles, 2014)…”
Why are women underrepresented in Computer Science? Gender differences in stereotypes, self-efficacy, values, and interests and predictors of future CS course-taking and grades (2014, background): “It increases sales revenue and pro ﬁ ts (Herring, 2009).”
The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment (2011, background): “3 Besides the studies mentioned, quite a number of eld studies measure the relationship between teams' gender diversity and performance (e.g., Chowdhury, 2005; Ellison et al., 2010; Farrell and Hersch, 2005; Herring, 2009; Horwitz and Horwitz, 2007; Lee and Farh, 2004; Pelled, 1996; Pelled et al., 1”
Lesbian, Gay, Bisexual, and Transgender Careers and Human Resource Development (2015, background): “On the contrary, the business case for diversity is now well established (Herring, 2009; Robinson & Dechant, 1997; Slater, Weigand, & Zwerlein, 2008), and, although many will argue that an organization has a social and moral imperative in pursuing an equitable workplace (e.”
Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management (2017, background): “Although researchers have linked women in leadership to firm performance outcomes (e.g. Dezsö & Ross, 2012; Francoeur, Labelle, & Sinclair-Desgagne, 2008; Herring, 2009; Nakagawa & Schreiber, 2014; Smith, Smith, & Verner, 2006; Yang & Wang, 2014) other studies have shown no significant link to firm ”
Product Innovation and Educational Diversity in Top and Middle Management Teams (2020, methodology): “More specifically, we used national diversity (Herring, 2009) and gender diversity (Francoeur et al. 2008, Campbell and Mínguez-Vera 2007) of TMT and MMT members.”