Yuka Fujimoto

Dispositional Resistance to Change: Measurement Equivalence and the Link to Personal Values Across 17 Nations

The concept of dispositional resistance to change has been introduced in a series of exploratory and confirmatory analyses through which the validity of the Resistance to Change (RTC) Scale has been established (S. Oreg, 2003). However, the vast majority of participants with whom the scale was validated were from the United States. The purpose of the present work was to examine the meaningfulness of the construct and the validity of the scale across nations. Measurement equivalence analyses of data from 17 countries, representing 13 languages and 4 continents, confirmed the cross-national validity of the scale. Equivalent patterns of relationships between personal values and RTC across samples extend the nomological net of the construct and provide further evidence that dispositional resistance to change holds equivalent meanings across nations.

A field test of the diversity‐openness moderator model in newly formed groups: openness to diversity affects group decision effectiveness and interaction patterns

Detrimental effects of diversity in workgroups has frequently been observed but research identifying the factors that lead to negative or positive effects in heterogeneous groups is lacking. The Perceived Dissimilarity Openness Moderator Model provides one explanation of the process by which diversity influences group affective, behavioral, and cognitive outcomes. Specifically the model identifies individual, group, and organizational openness as moderating the effects of diversity in workgroups. In this paper evidence is provided from a field study that increased openness to perceived dissimilarity leads to better outcomes in newly formed groups. This study also constitutes a significant building block toward the development of theory concerning the moderating variables of the relationship between diversity and group processes, and outcomes of organizations.

Openness to dissimilarity moderates the consequences of diversity in well-established groups

Detrimental effects of diversity in workgroups have frequently been observed but research identifying the factors that lead to negative or positive effects in heterogeneous groups is lacking. The Perceived Dissimilarity Openness Moderator Model provides one explanation of the process by which diversity influences group affective, behavioural, and cognitive outcomes. Specifically the model identifies individual, group, and organizational openness as moderating the effects of diversity in workgroups. In this paper we provide evidence from a field study that increased openness to perceived dissimilarity leads to better outcomes in well-established groups.

The global village: online cross‐cultural communication and HRM

Purpose – The purpose of this paper is to examine relational and task dimension of online communication and the associated emotional experience. Design/methodology/approach – This paper examines four categories of work outcomes: emotional experiences of work, work attitudes, work dynamics and work behaviours; and links each to the cross-cultural online communication context. Findings – It was found that diversity-oriented HRM can reduce the cultural fault-lines betweenindividualist and collectivist (IC) cultures, and thereby positively moderate the relationship between cross-cultural online communication and affective, cognitive and behavioural outcomes. Practical implications – Diversity-oriented HRM can capitalize on an organisation’s cultural diversity and avoid cross-cultural misunderstandings. In a more practical sense, the research purports that combined use of IC HRM practices can produce greater efficiency and effectiveness in online communications worldwide. Originality/value – The paper provides an insight into the potential implications of increased use of information technology on cross-cultural communication, and human resource management. The significance of diversity-oriented human resource management in managing these implications is also highlighted.

Towards a diversity justice management model: integrating organizational justice and diversity management

Purpose - Contemporary organizations are increasingly paying attention to incorporate diversity management practices into their systems in order to promote socially responsible actions and equitable employment outcomes for minority groups. The aim of this paper is to seek to address a major oversight in diversity management literature, the integration of organizational justice principles. Design/methodology/approach - Drawing upon the existing literature on workforce diversity and organizational justice, the authors develop a model based on normative principles of organizational justice for justice-based diversity management processes and outcomes. Findings - The paper proposes that effective diversity management results from a decision-making process that meets the normative principles of organizational justice (i.e. interactional, procedural and distributive justice). The diversity justice management model introduced in this article provides important theoretical and practical implications for establishing more moral and just workplaces. Research limitations/implications - The authors have not tested the conceptual framework of the diversity justice management model, and recommend future research to take up the challenge. The payoff for doing so is to enable the establishment of socially responsible workplaces where individuals, regardless of their background, are given an equal opportunity to flourish in their assigned jobs. Practical implications - The diversity justice management model introduced in this paper provides organizational justice (OJ)-based guidelines for managers to ensure that OJ can be objectively benchmarked and discussed amongst diversity stakeholders to continuously improve actual and perceived OJ outcomes. Social implications - The social implication of this conceptual paper is reduction of workforce marginalization and establishment of socially responsible organizations whereby those marginalized (e.g. people with disabilities) can effectively work in their organizations. Originality/value - This is the first attempt to establish a diveristy justice management model, which incorporates normative principles of organizational justice into diversity management processes and outcomes.

Lessons Learned from Community Organizations: Inclusion of People with Disabilities and Others

Workforce diversity requires broader vision and scope in managing diversity so that there is greater inclusion inside and outside organizations. This paper provides this vision by extending the stream of workforce diversity research to community-oriented inclusion and its processes. The authors interviewed 34 people with disabilities and 40 people without disabilities who were stakeholders of community arts and sports organizations. The participants with disabilities were mainly arts audiences, artists and sports athletes, and the participants without disabilities were mainly managers and government officials. The key findings report the importance of inclusion through common interest groups being facilitated by (1) non-minority specific communal activities, (2) listening to minority voices, (3) multidimensional accessibility, (4) availability of organizational and natural champions and (5) cross-boundary networks and collaborations. In order to create more inclusive organizations, the authors suggest that private organizations need more community-oriented values, goals and strategies that foster boundaryless inclusion of people with disabilities and other minority groups in organizations and society.

Gender perceptions of work-life balance: management implications for full-time employees in Australia

This study reports on gender perceptions of work–life balance based upon a qualitative study carried out among 437 full-time working men (N=245) and women (N=192) in the Australian workforce in 2008. The participants were randomly selected from a wide range of occupations, and their perceptions of: (a) non-work issues; (b) work–life conflicts; (c) organisational support for WLB; (d) desired WLB options; and (e) management treatment were investigated. Findings indicate significant gender differences in all areas studied. As this research provides a holistic view of the different gender perceptions of WLB, the findings have important implications for mobilising workplace support for men and women.

Culturally specific prejudices: interpersonal prejudices of individualists and intergroup prejudices of collectivists

The authors propose that the nature of prejudice differs across cultures. A model is introduced that proposes that the interpersonal perspective associated with individualist cultures (Westerners) leads to interpersonal prejudices, whereas the intergroup perspective associated with collectivist cultures (Easterners) leads to intergroup prejudices. These prejudices, in turn, are argued to impact on the outcomes of individuals working in intercultural teams. An organisational diversity climate of openness fostered by diversity oriented HRM and the combined use of individualist and collectivist HRM policies and practices is proposed to minimize the negative effects of such prejudices can be minimized.

EXPLAINING WHY DIVERSITY SOMETIMES HAS POSITIVE EFFECTS IN ORGANIZATIONS AND SOMETIMES HAS NEGATIVE EFFECTS IN ORGANIZATIONS: THE PERCEIVED DISSIMILARITY OPENNESS MODERATOR MODEL.

In recent years, organizations have become aware that diversity in the work place presents both opportunities and challenges for efficiency, international competitiveness, and innovation. The exten...

Exploring cultural inclusion: Perspectives from a community arts organisation

Using focus group interviews and individual stories of participants from secondary data, we illuminate the role of Multicultural Arts Victoria (MAV) in Australia in how it promotes cultural inclusion through programs of social and civic service. Our findings confirm the significance of cultural inclusion and the potentially useful role of arts in creating inclusive organisations and communities. We further develop a framework of cultural inclusion in the workplace to provide a holistic understanding of the cultural inclusion process that can lead to the development of inclusive workplaces. As social inclusion is central to Australia’s national identity, this article helps researchers and practitioners to understand how cultural inclusion and inclusive organisational theories collide and complement each other to create inclusive organisations.