Journal ArticleDOI
The Paradox of Diversity Management, Creativity and Innovation
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TLDR
In this article, the authors argue that diversity is a recognizable source of creativity and innovation that can provide a basis for competitive advantage, but diversity is also a cause of misunderstanding, suspicion and conflict in the workplace that can result in absenteeism, poor quality, low morale and loss of competitiveness.Abstract:
This conceptual and discursive paper argues that diversity is a recognizable source of creativity and innovation that can provide a basis for competitive advantage. On the other hand, diversity is also a cause of misunderstanding, suspicion and conflict in the workplace that can result in absenteeism, poor quality, low morale and loss of competitiveness. Firms seeking competitive advantage therefore face a paradoxical situation. If they embrace diversity, they risk workplace conflict, and if they avoid diversity, they risk loss of competitiveness. The advantages and disadvantages associated with workforce diversity put organizations in a position of managing a paradoxical situation. To give support to this assertion, the paper considers what is meant by diversity, how it is best managed, what its relationship with creativity and innovation might be and how the problems created by the management of diversity, creativity and innovation might be resolved.read more
Citations
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Journal ArticleDOI
Multicultural experience enhances creativity: the when and how.
TL;DR: The research reported in this article is the first to empirically demonstrate that exposure to multiple cultures in and of itself can enhance creativity.
Journal ArticleDOI
Tensions in Corporate Sustainability: Towards an Integrative Framework
TL;DR: In this article, the authors propose a systematic framework for the analysis of tensions in corporate sustainability, which is based on the emerging integrative view on corporate sustainability and stresses the need for a simultaneous integration of economic, environmental and social dimensions without, a priori, emphasising one over any other.
Journal ArticleDOI
Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations
Sun Young Sung,Jin Nam Choi +1 more
TL;DR: Analysis showed that corporate expenditure for internal training predicts interpersonal and organizational learning practices, which, in turn, increase innovative performance, which is stronger within organizations that have stronger innovative climates.
Journal ArticleDOI
Recognizing the benefits of diversity: When and how does diversity increase group performance?
TL;DR: In this article, the authors proposed a model of managing diversity which draws on social psychology theories and showed that when these social psychological mechanisms are activated, diversity will lead to an increase in group performance, and collective identity is salient and when psychological safety climate are the psychological conditions that activate these mechanisms.
Journal ArticleDOI
Best Practices for Managing Organizational Diversity
TL;DR: In this paper, the authors define workplace diversity and identify best practices supporting planned and positive diversity management, and explore how academic libraries can apply diversity management best practices and provide a reading list for leaders and human resource managers.
References
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Book ChapterDOI
The Core Competence of the Corporation
C. K. Prahalad,Gary Hamel +1 more
TL;DR: The most powerful way to prevail in global competition is still invisible to many companies as discussed by the authors, which is why the concept of the corporation itself has not yet been recognized as a powerful competitive advantage.
Book
Men and Women of the Corporation
TL;DR: Men and Women of the Corporation: The Population, Industrial Supply Corporation: Setting Roles And Images as discussed by the authors, Men and women of the corporation: The population, the setting roles and images, the players and the stage.
Book
The Balanced Scorecard: Translating Strategy into Action
Robert S. Kaplan,David P. Norton +1 more
TL;DR: The Balanced Scorecard approach retains traditional financial measures which reflect past organizational acheivements, but adds three new measures of future performance found necessary in this information age with its focus on customer relationships and long-term capabilities: customer, internal business process and learning and growth.
Book
Competing for the Future
Gary Hamel,C. K. Prahalad +1 more
TL;DR: In this article, the authors discuss how to get off the treadmill and how to learn to forget and how competition for the future is different from the traditional competition for industry foresight.
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