When Both Similarities and Dissimilarities Matter: Extending the Concept of Relational Demography

By Anne S. Tsui, L. Porter, Terri Egan. 2002

302 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/dfcfc73e202a54531cd7e783a4afe3256c19ca31

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In Communication

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Understanding of Diversity and Inclusion in a Perceived Homogeneous Culture: A Study of Organizational Commitment and Job Performance Among Korean Employees (2008, background): “Consistent findings noted that individuals who differ from the group in terms of gender, race, age, or educational level in an organization tend to receive lower performance evaluations ( Judge & Ferris, 1993 ; Milliken & Martins, 1996 ; Tsui & O'Reilly, 1989 ; Tsui, Porter, & Egan, 2002 ; Sacke”
UNEQUAL ATTENDANCE: THE RELATIONSHIPS BETWEEN RACE, ORGANIZATIONAL DIVERSITY CUES, AND ABSENTEEISM (2007, methodology): “Similar to prior research (e.g., Tsui & O’Reilly, 1989; Tsui, Porter, & Egan, 2002 ), we used dummy coding to account for supervisor‐subordinate similarity, with those in dissimilar dyads coded as 0 and those in similar dyads coded as 1. In total, there were 387 same-race/ethnicity and 272 cross-ra”
Understanding Tokenism: Antecedents and Consequences of a Psychological Climate of Gender Inequity (2010, unknown): “Given the widespread potential ramifications of employment discrimination for well-being and economic security, women may actually overcompensate for discrimination by performing at high levels (e.g., Gutek, Cohen, & Tsui, 1996; Tsui, Porter, & Egan, 2002; Valian, 1998).”
Group composition and employee creative behaviour in a Korean electronics company: Distinct effects of relational demography and group diversity (2007, unknown): “individual (Chattopadhyay, 1999; Tsui et al., 2002).”
The Conjoint Influence of Top and Middle Management Characteristics on Management Innovation (2018, background): “Key MM extrarole activities include encouraging informal information sharing, selling TM’s initiatives to subordinates, helping others in the organization to make sense of the importance and implications of changes, coming up with initiatives that help implementation efforts, self-learning, and stee”
The changing bases of mutual trust formation in inter-organizational relationships: A dyadic study of university-industry research collaborations (2017, background): “Similar educational training provides compatible language that leads to easier access to the background and thought-world of the partner, and in general enhances a process of mutual attraction (Tsui et al., 2002).”