CRACKING BUT NOT BREAKING: JOINT EFFECTS OF FAULTLINE STRENGTH AND DIVERSITY CLIMATE ON LOYAL BEHAVIOR

This study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity climate) on loyal behavior. Using data gathered from a sample of 1,652 managerial employees in 76 work units, we assess the cross-level effects of...

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Published inAcademy of Management journal Vol. 58; no. 5; pp. 1495 - 1515
Main Authors CHUNG, YUNHYUNG, LIAO, HUI, JACKSON, SUSAN E., SUBRAMONY, MAHESH, COLAKOGLU, SABA, JIANG, YUAN
Format Journal Article
LanguageEnglish
Published Briarcliff Manor Academy of Management 01.10.2015
Subjects
Gender relations
Loyalty
Management development
Organizational behavior
Organizational behaviour
Studies
Thematic Issue on Gender in Management Research
United States
Workplace diversity
United States > US
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Abstract This study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity climate) on loyal behavior. Using data gathered from a sample of 1,652 managerial employees in 76 work units, we assess the cross-level effects of unit-level relationship- and task-related faultline strength and diversity climate on individual-level loyal behavior of managerial employees. We find a negative relationship between gender faultline strength and loyal behavior, and a positive relationship between diversity climate and loyal behavior. In addition, we find that work unit diversity climate moderates the relationships between the strength of gender and function faultlines and loyal behavior; specifically, a supportive diversity climate reduces the negative consequences associated with relationship-related faultlines and increases the positive consequences associated with task-related faultlines. The results highlight the value of simultaneously considering faultlines and diversity climate in understanding and managing workforce diversity.
AbstractList This study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity climate) on loyal behavior. Using data gathered from a sample of 1,652 managerial employees in 76 work units, we assess the cross-level effects of unit-level relationship-and task-related faultline strength and diversity climate on individual-level loyal behavior of managerial employees. We find a negative relationship between gender faultline strength and loyal behavior, and a positive relationship between diversity climate and loyal behavior. In addition, we find that work unit diversity climate moderates the relationships between the strength of gender and function faultlines and loyal behavior; specifically, a supportive diversity climate reduces the negative consequences associated with relationship-related faultlines and increases the positive consequences associated with task-related faultlines. The results highlight the value of simultaneously considering faultlines and diversity climate in understanding and managing workforce diversity.
Author COLAKOGLU, SABA
JACKSON, SUSAN E.
SUBRAMONY, MAHESH
LIAO, HUI
JIANG, YUAN
CHUNG, YUNHYUNG
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Snippet This study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity...
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StartPage 1495
SubjectTerms Gender relations
Loyalty
Management development
Organizational behavior
Organizational behaviour
Studies
Thematic Issue on Gender in Management Research
United States
Workplace diversity
Title CRACKING BUT NOT BREAKING: JOINT EFFECTS OF FAULTLINE STRENGTH AND DIVERSITY CLIMATE ON LOYAL BEHAVIOR
URI https://www.jstor.org/stable/24758231
https://www.proquest.com/docview/1736635745
https://search.proquest.com/docview/1748878873
https://search.proquest.com/docview/1758940778
Volume 58
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