How Leaders Respond to Diversity
The Moderating Role of Organizational Culture on Performance Information Use
Bibliographic Data
| ID | 6294370 |
|---|---|
| Authors | Simon Calmar Andersen (0000-0001-5274-6953, Aarhus University), Donald P Moynihan (0000-0003-4097-6908, University of Wisconsin–Madison) |
| Year | 2016 |
| Volume | 26 |
| Issue | 3 |
| Pages | 448-460 |
| Publication date | 2016-07-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Public Administration Research and Theory (JOURNAL) |
| Journal identifiers | ISSN: 1053-1858 • E-ISSN: 1477-9803 |
| Publisher | Oxford University Press (OUP) (PUBLISHER) |
| DOI | 10.1093/jopart/muv038 |
| OpenAlex | W2262847670 |
| Language | EN |
| Citations received | 19 |
| References cited | 59 |
Two central governance challenges are directing leadership attention to performance data and the management of diversity. This article examines connections between the two, asking if the introduction of diversity, as a form of organizational change, is associated with greater leadership use of performance data. Diversity is theorized as a double-edged sword for organizations, generating greater innovation, creativity, and performance, but also conflict. We propose that leaders will be motivated to use performance data to understand, manage, and explain the effects of diversity. To study this question, we employ a randomized controlled field experiment where organizations are assigned new employees that bring role and educational diversity. We find that leaders are more responsive to these two types of functional diversity when they view their organization as lacking an innovative organizational culture
Corporate governance · Creativity · Diversity (politics · Economics · Knowledge management · Management · Organizational culture · Organizational performance · Political science · Public relations · Sociology · SWORD · Computer Science · Gender Diversity and Inequality · Gender Politics and Representation · Nonprofit Sector and Volunteering · Psychology · Social Psychology
Discretion from an Economic Perspective
Searching near and far? Search distance and performance below historical and social aspirations
Functional team diversity in frontline service delivery
Policy innovation and public organizational performance
Co-producing field experiments in public management research
Cultural humility in agile work practices
Promoting Inclusive Workplaces
A Systematic Review of Field Experiments in Public Administration
Information use in public administration and policy decision‐making
Managing Racial Diversity
How does diversity affect public organizational performance? A meta‐analysis
Double standards? How historical and political aspiration levels guide managerial performance information use
The environmental determinants of diversity management
Populism and administrative dysfunction
How Do Socially Distinctive Newcomers Fare? Evidence from a Field Experiment
Successful Problem Solvers? Managerial Performance Information Use to Improve Low Organizational Performance
How Does Public Disclosure of Performance Information Affect Politicians’ Attitudes towards Effort Allocation? Evidence from a Survey Experiment
How Do Politicians Attribute Bureaucratic Responsibility for Performance? Negativity Bias and Interest Group Advocacy
Does Meritocracy Produce Desirable Outcomes for Public Organizations? Results of a Worldwide Expert Survey from 149 Nations
The Difference
Groups of diverse problem solvers can outperform groups of high-ability problem solvers
The Role Of Context In Work Team Diversity Research
Maximizing Cross-Functional New Product Teams' Innovativeness and Constraint Adherence
Drivers of Performance Information Use
The Effects of Team Diversity on Team Outcomes
Ethnicity and Conflict
Are Emily and Greg More Employable than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination
Cultural Diversity's Impact on Interaction Process and Performance
Social Identity Theory and the Organization
What Differences Make a Difference
Cultural Diversity at Work
A field study of group diversity, workgroup context, and performance
A field study of group diversity, participation in diversity education programs, and performance
Diversity Management, Job Satisfaction, and Performance
Legislative Influences on Performance Management Reform
The Impact of Public Management Reforms on Student Performance in Danish Schools
Getting to Know You
Factors Influencing the Use of Performance Information for Decision Making in Australian State Agencies
Managing Diversity in U.S. Federal Agencies
Agenda Control, Organizational Structure, and Bureaucratic Politics
Accounting for Time
Managerial Effectiveness of Government Performance Measurement
Responsiveness to Reform Values
Diversity, Representation, and Performance
Impact of Performance Management in Public and Private Organizations
The Big Question for Performance Management
Performance Information, Blame Avoidance, and Politicians' Attitudes to Spending and Reform
Setting the Table
Do Government Bureaucrats Make Effective Use of Performance Management Information
What Drives the Implementation of Diversity Management Programs? Evidence from Public Organizations
Parsing Public/Private Differences in Work Motivation and Performance
Performance Measures and Democracy
Agency Political Ideology and Reform Implementation
Leading to Make a Difference
| Citations per year | 1.9 |
|---|---|
| Citation span | 2016 - 2026 (11) |
| Highly cited | No |