Joerg Dietz

SERVICE CLIMATE EFFECTS ON CUSTOMER ATTITUDES: AN EXAMINATION OF BOUNDARY CONDITIONS

Our aim in this study was to extend theory on service climate by examining two boundary conditions for the effects of service climate on customer attitudes. We hypothesized that (1) the more proxim...

The Impact of Community Violence and an Organization's Procedural Justice Climate on Workplace Aggression

This study contrasts community violence and an organizations procedural justice climate (or lack thereof) as explanations for employee-instigated workplace aggression in the geographically dispersed plants of a nationwide organization. The findings showed that violent crime rates in the community where a plant resided predicted workplace aggression in that plant, whereas the plants procedural justice climate did not.

When birds of a feather flock together and when they do not : Status composition, social dominance orientation, and organizational attractiveness

Although similarity-attraction notions suggest that similarity--for example, in terms of values, personality, and demography--attracts, the authors found that sometimes demographic similarity attracts and sometimes it repels. Consistent with social dominance theory (J. Sidanius & F. Pratto, 1999), they demonstrated in 3 studies that when prospective employees supported group-based social hierarchies (i.e., were high in social dominance orientation), those in high-status groups were attracted to demographic similarity within an organization, whereas those in low-status groups were repelled by it. An important theoretical implication of the findings is that social dominance theory and traditional similarity-attraction notions together help explain a more complex relationship between demographic similarity and attraction than was previously acknowledged in the organizational literature.

Introduction to the special issue on employment discrimination against immigrants

Purpose – This editorial aims to introduce the special issue on employment discrimination against immigrants.Design/methodology/approach – The first part is a commentary on key issues in the study of employment discrimination against immigrants. The second part presents the five articles in the special issue.Findings – The papers in this special issue focus on a variety of issues associated with employment discrimination against immigrants. For example, they consider: discrimination based on accents; differences among justice perceptions among immigrants and non‐immigrants; the effects of negative stereotypes on workplace outcomes; the treatment of Hispanic immigrants; and the reasons for the lack of research on Hispanic immigrants.Research limitations/implications – The author comments on key issues that researchers of employment discrimination against immigrants have to take into account. These issues include: the appreciation of the diversity among immigrants; an understanding of the complexity of empl...

Leadership Process Models: A Review and Synthesis:

In organizational research, studying “processes” is important for uncovering and understanding the underlying causal mechanisms in a predictor-mediator-outcome logic. Processes answer “how” and “why” questions and provide more complete explanations about phenomena. Our focus in this review is on studies of leadership processes, which we systematically analyze to report on the state of the science. In doing so, we present a two-dimensional target-centric taxonomy to integrate previous research: The taxonomy distinguishes the target’s level (i.e., individual follower, team, organizational, and extraorganizational) as well as the type of leadership processes that affect either the target’s development or leverage of resources. Our review indicates that the predominantly studied leadership “meta” process model looks at the effect of leader traits or behaviors on performance-related outcomes through cognitive, affective, or behavioral leveraging factors. This “meta” model points to several important and understudied processes, including a leader’s influence on the target’s development or work context. We also identify two largely overlooked yet critical issues for leadership process research: modeling the role of time and that of multiple processes through which leadership effects manifest themselves in organizations. Using our taxonomy, we provide several reflection points that can guide the development of genuine and thoughtful leadership process theories. We conclude by urging future leadership process research to embrace multiprocess, multilevel, and time-sensitive models.

The skill paradox: explaining and reducing employment discrimination against skilled immigrants

Using a social identity theory approach, we theorized that recruiters might be particularly biased against skilled immigrant applicants. We refer to this phenomenon as a skill paradox, according to which immigrants are more likely to be targets of employment discrimination the more skilled they are. Furthermore, building on the common ingroup identity model, we proposed that this paradox can be resolved through human resource management strategies that promote inclusive hiring practices (e.g. by emphasizing fit with a diverse clientele). The results from a laboratory experiment were consistent with our predictions: local recruiters preferred skilled local applicants over skilled immigrant applicants, but only when these applicants were qualified for a specific job. This bias against qualified and skilled immigrant applicants was attenuated when fit with a diverse clientele was emphasized, but not when fit with a homogeneous clientele was emphasized or when the hiring strategy was not explained. We discuss the implications of our findings for research on employment discrimination against skilled immigrants, including the role of inclusiveness for reducing discriminatory biases.

The Effects of Intragroup Interaction and Cohesion on Intergroup Bias

The current study investigated the effects of intragroup interaction and cohesion on intergroup bias in a minimal group setting. As expected, interacting groups displayed a stronger intergroup bias than did individual group members acting in isolation. Moreover, there was a tendency for cohesive groups to show more intergroup bias than did groups formed on an ad hoc basis. Additional analyses showed that while groups and individuals did not differ in their treatment of the ingroup, groups discriminated against outgroup members more strongly than did individually acting group members. The findings are discussed with respect to their implications for understanding the differences in intergroup bias between groups, whose members interact, and individually acting group members.

Lucky, Competent, or Just a Cheat? Interactive Effects of Honesty-Humility and Moral Cues on Cheating Behavior:

Despite substantial research on cheating, how and when individual predispositions figure into cheating behavior remains unclear. In Study 1, we investigated to what extent Honesty-Humility predicted cheating behavior. As expected, individuals high on Honesty-Humility were less likely to cheat than were individuals low on this trait. In Study 2, integrating arguments from personality research about traits with arguments from behavioral ethics about moral primes, we examined how Honesty-Humility and situational primes interacted to affect cheating. We found an interaction indicating that individuals high on Honesty-Humility consistently did not cheat much across situational primes, whereas individuals low on Honesty-Humility cheated more when exposed to immoral primes than when exposed to moral primes. Our research invites reflection about the interplay of individual differences in Honesty-Humility and situational cues in predicting cheating, including the design of anti-cheating systems and the context in which these person and situation factors interact.

Cross-cultural management education rebooted: Creating positive value through scientific mindfulness

Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues.,The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations.,Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world.,The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.