The Benefits of Climate for Inclusion for Gender-Diverse Groups

By L. Nishii. 2013

1,108 citations recorded by the source corpus.

Subfields: Gender Studies, Safety Research, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/72a11174bed3d327aaf9d6db3e49b735f99a9848

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Safety Research

In Sociology and Political Science

Citations in the corpus

Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, background): “Third, shared decision-making is also important for facilitating belongingness (Mor Barak & Cherin, 1998; Nembhard & Edmondson, 2006; Nishii, 2013; Roberson, 2006).”
Knowledge Exchange Processes in Multicultural Teams: Linking Organizational Diversity Climates to Teams' Effectiveness (2017, background): “Almost nothing is known about diversity climates in MNCs, because research on such climates has been limited to gender or racial diversity and has focused exclusively on domestic firms, often examining only a single organization (Cox, 1993; Ely & Thomas, 2001; Nishii, 2013).”
Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “investigating how team-level diversity affects team-level outcomes such as creativity, conflict, and performance (Guillaume et al., in press; Nishii, 2013).”
Expanding Insights on the Diversity Climate–Performance Link: The Role of Workgroup Discrimination and Group Size (2014, background): “It signals to employees that the group or organization values the contributions of all members and relies on their full inclusion in order to be successful (Kossek & Zonia, 1993; Mor Barak et al., 1998; Nishii, 2013).”
A Diversity Mindset Perspective on Inclusive Leadership (2021, background): “Mor Barak, Luria, & Brimhall, 2021; Nishii et al., 2018). Conversely, leader advocacy is important in helping make sense of the experience and in allowing the leader to guide the team into an information elaboration process. The third element is to stimulate a process of team reflexivity to learn fr”
Diversity management for all? An empirical analysis of diversity management outcomes across groups (2015, background): “In such an environment an individual’s uniqueness is valued, while at the same time he or she is treated as an insider (Pless and Maak, 2004; Shore et al., 2011; Nishii, 2013).”
Inclusive Leadership in Thought and Action: A Thematic Analysis (2021, neutral): “More recent research has attempted to identify human resource practices and programs for facilitating climates for inclusion or the engagement of employees ’ whole selves and learning from diverse perspectives (Nishii, 2013; Roberson, 2006).”
A Meta-Analysis Integrating 25 Years of Diversity Climate Research (2020, background): “…managers solely focused on creating positive diversity climates (as opposed to both positive diversity and inclusion climates) might successfully reduce bias in their organizations yet fail to produce any new capabilities or synergies among employees (Holmes, Lopiano, & Hall, 2019; Nishii, 2013).”
Mental Illness in the Workplace: An Interdisciplinary Review and Organizational Research Agenda (2018, background): “Much of the existing literature on diversity climate has focused on visible identities (Nishii, 2013) or diversity broadly (Dwertmann, Nishii, & van Knippenberg, 2016) with few considerations given to creating inclusive environments for those with concealable identities.”
Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem (2017, methodology): “Our deductive development approach helped us ensure content validity, as we created items that reflected our construct definitions (Nishii, 2012).”
Cracking but not Breaking: Joint Effects of Faultline Strength and Diversity Climate on Loyal Behavior (2015, background): “…heighten feelings of disenfranchisement among women in units where other (unmeasured) gender-based phenomena, such as pay discrimination, reduced promotion opportunities, and other forms of exclusion, are present (see, e.g., Hayes, Bartle, & Major, 2002; Joshi, Liao, & Jackson, 2006; Nishii, 2013).”
Does Diversity-Valuing Behavior Result in Diminished Performance Ratings for Non-White and Female Leaders? (2017, background): “…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) benefits of organizational diversity…”
The influence of expatriate cultural intelligence on organizational embeddedness and knowledge sharing: The moderating effects of host country context (2020, background): “…vital predictor of organizational embeddedness in domestic contexts (Allen, 2006; Allen & Shanock, 2013), or draw inspiration from the diversity literature and zoom in on the effects of an inclusive organizational climate (Nishii, 2013; Shore, Randel, Chung, Dean, Holcombe Ehrhart, & Singh, 2011).”
Acculturation, coping, and integration success of international skilled migrants: An integrative review and multilevel framework (2019, background): “Furthermore, organisations must ensure that the diverse perspectives of ISMs are actively sought and integrated, even if the ideas expressed may upset the status quo (Nishii, 2013).”
Work Group Inclusion: Test of a Scale and Model (2020, background): “Recently, the discussion has increasingly shifted from “diversity management,” which has emphasized solving the challenges associated with diversity, to “inclusion,” which is focused on promoting the integration and value of diversity (Nishii, 2013).”
Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness (2017, background): “We limit our theorizing to the experiences of individuals within a work group and managers with formal leadership responsibilities over the work group, as inclusion research has tended to focus on the experience of inclusion within groups (e.g., Nishii, 2013; Nishii &Mayer, 2009).”