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- W2966563934 abstract "Diversity is a goal for many organizations, yet it is not clear how an organization can leverage its social differences to improve performance. This study advances diversity-performance research by analyzing the relationship between engaging social differences and organizational output. The analysis uses original survey data from a national study of organizations containing information on the race, class, gender, and religion of each organization’s leadership team members as well as information on the type and content of interactions occurring among them. The data also contain multiple measures of organizational output, specifically the organization’s ability to form alliances, develop strategies, and mobilize people. The analysis focuses on organizations with a diverse leadership team, examining the teams’ social interactions to assess whether engaging members’ social differences is associated with better performance. Additionally, qualitative data from 16 organizations provide examples of how the relationship between engaging social differences and organizational output functions. The study finds that teams whose members regularly participate in bridging cultural activities and discuss their social differences achieve greater output. Overall, this study indicates that an organization’s ability to realize the performance benefits of having a diverse leadership team depends partly on how the leaders interact with each other. The findings suggest that an organization with a diverse leadership team can improve its performance by ensuring that its leaders interact in ways that engage their social differences." @default.
- W2966563934 created "2019-08-13" @default.
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- W2966563934 date "2019-08-01" @default.
- W2966563934 modified "2023-10-16" @default.
- W2966563934 title "Engaging Differences: How Socially Diverse Organizations Can Effectively Mobilize Their Resources" @default.
- W2966563934 doi "https://doi.org/10.5465/ambpp.2019.19133abstract" @default.
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