Susan C Schneider
Biographic Data
| ID | 701917 |
|---|---|
| NAME | Susan C Schneider |
| GIVEN NAMES | Susan C |
| FAMILY NAME | Schneider |
| SIGNATURE | SCHNEIDER S C |
| AFFILIATIONS | University of Geneva |
| ORCID | 0000-0002-8971-897X |
| VERIFIED | Yes |
| TOTAL WORKS | 12 |
| TOTAL CITATIONS | 99 |
| AUTHOR COUNT | 12 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1973 |
| LATEST PUBLICATION YEAR | 2011 |
| H-INDEX | 5 |
Special Review Article: Diversity and its not so diverse literature: An international perspective
This paper reviews workforce diversity literature and its research findings. We identify important gaps between the literature and the challenges of diversity management. These gaps include lack of organizational level analysis, tokenism, and artificially constructed research settings that cannot address a variety of cultural contexts. Furthermore, most studies do not investigate underlying beliefs and values or managerial interventions. We concl…
The role of social identity, appraisal, and emotion in determining responses to diversity management
In this article, we address the question of why employees may resist or support any aspect of diversity management. More specifically, we propose a dynamic model that explains how and why specific social identities triggered by diversity management influence employees appraisals of diversity management, in turn eliciting specific emotions and specific behavioral responses such as resistance or support to various implementations of diversity manag…
Gender differences in leadership – believing is seeing: Implications for Managing Diversity
Purpose Are there “really” gender differences in leadership? Do beliefs regarding gender differences in leadership differ across cultures? And how do these beliefs influence diversity management? This article aims to demonstrate how different beliefs regarding gender differences and leadership can influence company diversity policies and initiatives. Design/methodology/approach First, the authors review the research evidence on the relationship b…
Who's to Blame? (Mis) perceptions of the Intergovernmental Response to Disasters
This analysis shows that the intergovernmental response to Hurricane Katrina collapsed because those involved in the process did not have a clear understanding of their own roles and responsibilities or how the entire governmental response system should operate. New data are presented which demonstrate that citizens' attitudes about intergovernmental responsibilities coincide quite closely with how the disaster response system is designed to func…
Human and Inhuman Resource Management: Sense and Nonsense
American and Japanese Expatriate Adjustment: A Psychoanalytic Perspective
Although there is a growing literature regarding expatriate adjustment, little attention has been paid to the influence of personality development, particularly within different sociocultural contexts. A psychoanalytic perspective may provide important insights into expatriate adjustment and reasons why, for example, Japanese and American expatriates differ in their adjustment response
Conflicting Ideologies: Structural and Motivational Consequences
Conflicting ideologies are revealed in different beliefs about how to design organizations. Beliefs regarding, for example, the extent of centralization of decision making and specialization of roles and tasks, in turn, influence motivation and behavior. This paper demonstrates how ideology influences organizational structure and the behavioral consequences by comparing the "medical" and "community" models of mental health care delivery. Although…
Basic Assumptions Themes in Organizations
Uncovering themes of organizational basic assumptions can assist in interpreting strategic behavior. These themes are derived from the dynamics at individual, group, and organizational levels of analysis, which reflect views of self, world, and others. Several such themes are presented in this paper. Structural properties of basic assumptions are then explored to understand how they operate. Diagnostic and research methods are discussed
Managing Boundaries in Organizations
Boundaries define systems and determine the relationships within and between systems. The way in which boundaries are managed affects how organizations function. Establishing and negotiating boundaries create the levels of differentiation and integration necessary for effective functioning. These boundary concepts are discussed at the individual, family, group, and organization levels of analysis. These concepts are then related to the developmen…
Organizational Frames of Reference
This paper proposes the concept of “organizational frames of reference” (OFOR) as a framework for examining the unquestioned assumptions and processes underlying strategic decision-making. Components of OFOR are described and their functions and formation are discussed. Future research questions and management implications are suggested
History of Portugal. Vol. II: From Empire to Corporate State
History of Portugal. Vol. I: From Lusitania to Empire
Who's to Blame? (Mis) perceptions of the Intergovernmental Response to Disasters
This analysis shows that the intergovernmental response to Hurricane Katrina collapsed because those involved in the process did not have a clear understanding of their own roles and responsibilities or how the entire governmental response system should operate. New data are presented which demonstrate that citizens' attitudes about intergovernmental responsibilities coincide quite closely with how the disaster response system is designed to func…
Special Review Article: Diversity and its not so diverse literature: An international perspective
This paper reviews workforce diversity literature and its research findings. We identify important gaps between the literature and the challenges of diversity management. These gaps include lack of organizational level analysis, tokenism, and artificially constructed research settings that cannot address a variety of cultural contexts. Furthermore, most studies do not investigate underlying beliefs and values or managerial interventions. We concl…
Organizational Frames of Reference
This paper proposes the concept of “organizational frames of reference” (OFOR) as a framework for examining the unquestioned assumptions and processes underlying strategic decision-making. Components of OFOR are described and their functions and formation are discussed. Future research questions and management implications are suggested
The role of social identity, appraisal, and emotion in determining responses to diversity management
In this article, we address the question of why employees may resist or support any aspect of diversity management. More specifically, we propose a dynamic model that explains how and why specific social identities triggered by diversity management influence employees appraisals of diversity management, in turn eliciting specific emotions and specific behavioral responses such as resistance or support to various implementations of diversity manag…
Gender differences in leadership – believing is seeing: Implications for Managing Diversity
Purpose Are there “really” gender differences in leadership? Do beliefs regarding gender differences in leadership differ across cultures? And how do these beliefs influence diversity management? This article aims to demonstrate how different beliefs regarding gender differences and leadership can influence company diversity policies and initiatives. Design/methodology/approach First, the authors review the research evidence on the relationship b…
Managing Boundaries in Organizations
Boundaries define systems and determine the relationships within and between systems. The way in which boundaries are managed affects how organizations function. Establishing and negotiating boundaries create the levels of differentiation and integration necessary for effective functioning. These boundary concepts are discussed at the individual, family, group, and organization levels of analysis. These concepts are then related to the developmen…
Basic Assumptions Themes in Organizations
Uncovering themes of organizational basic assumptions can assist in interpreting strategic behavior. These themes are derived from the dynamics at individual, group, and organizational levels of analysis, which reflect views of self, world, and others. Several such themes are presented in this paper. Structural properties of basic assumptions are then explored to understand how they operate. Diagnostic and research methods are discussed
American and Japanese Expatriate Adjustment: A Psychoanalytic Perspective
Although there is a growing literature regarding expatriate adjustment, little attention has been paid to the influence of personality development, particularly within different sociocultural contexts. A psychoanalytic perspective may provide important insights into expatriate adjustment and reasons why, for example, Japanese and American expatriates differ in their adjustment response
Conflicting Ideologies: Structural and Motivational Consequences
Conflicting ideologies are revealed in different beliefs about how to design organizations. Beliefs regarding, for example, the extent of centralization of decision making and specialization of roles and tasks, in turn, influence motivation and behavior. This paper demonstrates how ideology influences organizational structure and the behavioral consequences by comparing the "medical" and "community" models of mental health care delivery. Although…
History of Portugal. Vol. I: From Lusitania to Empire
History of Portugal. Vol. II: From Empire to Corporate State
Organizational Frames of Reference
This paper proposes the concept of “organizational frames of reference” (OFOR) as a framework for examining the unquestioned assumptions and processes underlying strategic decision-making. Components of OFOR are described and their functions and formation are discussed. Future research questions and management implications are suggested
Managing Boundaries in Organizations
Boundaries define systems and determine the relationships within and between systems. The way in which boundaries are managed affects how organizations function. Establishing and negotiating boundaries create the levels of differentiation and integration necessary for effective functioning. These boundary concepts are discussed at the individual, family, group, and organization levels of analysis. These concepts are then related to the developmen…
Basic Assumptions Themes in Organizations
Uncovering themes of organizational basic assumptions can assist in interpreting strategic behavior. These themes are derived from the dynamics at individual, group, and organizational levels of analysis, which reflect views of self, world, and others. Several such themes are presented in this paper. Structural properties of basic assumptions are then explored to understand how they operate. Diagnostic and research methods are discussed
Conflicting Ideologies: Structural and Motivational Consequences
Conflicting ideologies are revealed in different beliefs about how to design organizations. Beliefs regarding, for example, the extent of centralization of decision making and specialization of roles and tasks, in turn, influence motivation and behavior. This paper demonstrates how ideology influences organizational structure and the behavioral consequences by comparing the "medical" and "community" models of mental health care delivery. Although…
American and Japanese Expatriate Adjustment: A Psychoanalytic Perspective
Although there is a growing literature regarding expatriate adjustment, little attention has been paid to the influence of personality development, particularly within different sociocultural contexts. A psychoanalytic perspective may provide important insights into expatriate adjustment and reasons why, for example, Japanese and American expatriates differ in their adjustment response
Human and Inhuman Resource Management: Sense and Nonsense
Who's to Blame? (Mis) perceptions of the Intergovernmental Response to Disasters
This analysis shows that the intergovernmental response to Hurricane Katrina collapsed because those involved in the process did not have a clear understanding of their own roles and responsibilities or how the entire governmental response system should operate. New data are presented which demonstrate that citizens' attitudes about intergovernmental responsibilities coincide quite closely with how the disaster response system is designed to func…
Gender differences in leadership – believing is seeing: Implications for Managing Diversity
Purpose Are there “really” gender differences in leadership? Do beliefs regarding gender differences in leadership differ across cultures? And how do these beliefs influence diversity management? This article aims to demonstrate how different beliefs regarding gender differences and leadership can influence company diversity policies and initiatives. Design/methodology/approach First, the authors review the research evidence on the relationship b…
Special Review Article: Diversity and its not so diverse literature: An international perspective
This paper reviews workforce diversity literature and its research findings. We identify important gaps between the literature and the challenges of diversity management. These gaps include lack of organizational level analysis, tokenism, and artificially constructed research settings that cannot address a variety of cultural contexts. Furthermore, most studies do not investigate underlying beliefs and values or managerial interventions. We concl…
The role of social identity, appraisal, and emotion in determining responses to diversity management
In this article, we address the question of why employees may resist or support any aspect of diversity management. More specifically, we propose a dynamic model that explains how and why specific social identities triggered by diversity management influence employees appraisals of diversity management, in turn eliciting specific emotions and specific behavioral responses such as resistance or support to various implementations of diversity manag…
Psychology (8 works) · Political science (6 works) · Social Psychology (6 works) · Social Psychology (6 works) · Sociology (6 works) · Computer Science (5 works) · Complex Systems and Decision Making (3 works) · Engineering (3 works) · Epistemology (3 works) · Family Business Performance and Succession (3 works)