Week 5 discussion responses

profileAllnsj
CeceliaLweek5.docx

Cecelia L

Diversity can have a positive or negative influence on an organization’s performance.  Most of the influence is tied to upper management’s perceptions of having a diverse group.  If it is felt a diverse group is valuable, then it will be.  Nielsen & Nielsen (2013) believe a nationally diverse top management team may have positive and negative results on performance and suggest more research in this area should be considered.  They tested their ideas on over 100 companies in Switzerland and found that nationality diversity is a strong indicator of strong corporate performance as well as the length of time a nationally diverse Board is together also has a positive effect.

            Much of today’s diverse issues can be related to trust.  Many people of diverse groups have not been treated fairly in the past, and they may be leery of accepting the “company line” that they are truly interested in being a diverse organization.  Trust has many forms and definitions.  Dispositional trust, also known as the propensity to trust, is a personality-based inclination to trust (Colquitt, Scott, & LePine, 2007).  This type of trust is representative of childhood experiences (Caspi, 2000; Rotter, 1971).  This is the customary way most of us learn how to trust; it is based on our experiences.

            There is also Dyadic trust which is developed through repeated interactions with others (Leana & Van Buren, 1999; Mayer et al., 1995).  In other words, we learn who we can trust and who we can’t.  Impersonal trust, also known as social trust, is the trust we have in ourselves to handle social situations and to determine if we can believe in what others are implying (Stolle & Rochon, 2001).  We use all three of these types of trust daily in determining what and who to trust.  When all organizations finally and truly believe diversity really does bring more opportunity for the firm, maybe there will be more trust.  “Social trust in the workplace is positively related to their social interaction diversity in the community, in both collectivistic and individualistic cultures” (Cui et al., 2018).

 

 

Caspi, A. (2000). The child is father of the man: Personality continuities from childhood

to adulthood. Journal of Personality and Social Psychology, 78, 158-172.

Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust

propensity: A meta-analytic test of their unique relationships with risk taking and

job performance. Journal of Applied Psychology, 92, 909-927.

Cui, V., Vertinsky, I., Robinson, S., & Branzei, O. (2018). Trust in the workplace:  The role of social interaction diversity in the community and in the workplace.  Business & Society. (57(2), 378-412.  DOI: 10.1177/0007650315611724

Leana, C. R., & Van Buren, H. J. (1999). Organizational social capital and employment

practices. Academy of Management Review, 24, 538-555.

Nielsen, B.B. & Nielsen, S. (2013), Top management team nationality diversity and firm performance: a multilevel study.  Strategic Management Journal, Vol. 34(3) 373-382.

Stolle, D., & Rochon, T. (2001). Are all associations alike? Member diversity, associational

type, and the creation of social capital. In B. Edwards, M. W. Foley &

M. Diani (Eds.), Beyond Tocqueville: Civil society and the social capital debate

in comparative perspective (pp. 143-156). Hanover, NH: University Press of New

England.