Hiring as Cultural Matching

By Lauren A. Rivera. 2012

Subfields: AI Ethics, Fairness & Society, Social Sciences & Humanities

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Citations in the corpus

Embracing, Passing, Revealing, and the Ideal Worker Image: How People Navigate Expected and Experienced Professional Identities (2015, background): “Assessing competence and work quality is difficult in professional service work, and firms consequently may evaluate people based on perceptions of their identities (Alvesson 2001, Rivera 2012).”
Breaking the ‘Class’ Ceiling? Social Mobility into Britain's Elite Occupations (2015, unknown): “…difficult to discern via survey measures, this kind of resource may nevertheless be highly important in structuring how upwardly mobile individuals are evaluated within elite occupations (Rivera, 2012) or how they feel about their own value within occupational environments (Friedman, 2015).”
Fitting In or Standing Out? The Tradeoffs of Structural and Cultural Embeddedness (2015, background): “…the vast majority of this literature treats embeddedness primarily through a network prism (Krippner and Alvarez 2007), people are, in fact, embedded in their social worlds along multiple social dimensions.1 Following Zukin and DiMaggio (1990), we distinguish between two forms of embeddedness.”
Whitened Résumés (2016, background): “Employment discrimination is a critical process through which organizations can shape the extent and nature of economic inequality in society (Bielby and Baron, 1986; Pager, Western, and Bonikowski, 2009; Rivera, 2012).”
The Paradox of Publicity (2014, background): “In labor markets, for example, it is well documented that individuals from high-status groups enjoy advantages in the hiring process (Bertrand and Mullainathan, 2004; Correll, Benard, and Paik, 2007; Rivera, 2012).”
Relational Work in the Economy (2020, background): “Rivera (2012) discussed the importance of fit between the recruiter and the job-seeker as a driver of hiring decisions, beyond technical or hard skills for the job.”
Conceptualising inclusive talent management: potential, possibilities and practicalities (2014, background): “Inclusive talent management requires all employees to be embraced and this raises the question how would inclusive talent management differ from well-designed HRM? The differences are that, while HRM would be concerned with all employees all of the time, it would not usually reach so far as to expli”
Persistence Is Cultural: Professional Socialization and the Reproduction of Sex Segregation (2016, background): “Professional socialization entails both mastery of the routine skills and specialized knowledge of the profession as well as a match between personal values and those expressed in the profession’s culture (Dimaggio, 1992, p. 127, as cited in Rivera, 2012).”