Friday, July 25, 2014

Discrimination in Selection Decisions: Integrating Stereotype Fit and Interdependence Theories

LEE Sun Young, PITESA Marko, THAU Stefan, PILLUTLA Madan
Access the publisher's website
Academy of Management Journal (forthcoming)

We integrate stereotype fit and interdependence theories to propose a model explaining how and why decision makers discriminate in selection decisions. Our model suggests that decision makers draw on stereotypes about members of different social groups to infer the degree to which candidates possess the specific ability required for the task. Decision makers perceive candidates having a greater ability required for the task as less (more) instrumental to their personal outcomes if they expect to compete (cooperate) with the candidate, and they discriminate in favor of candidates perceived as more instrumental to them. We tested our theory in the context of racial (Studies 1-3) and age (Study 4) discrimination in selection decisions with all male samples and found evidence consistent with our predictions. By explaining when and why decision makers discriminate in favor of but also against members of their own social group, this research may help explain the mixed support for the dominant view that decision makers exhibit favoritism toward candidates belonging to the same social group. In addition, our research demonstrates the importance of considering the largely overlooked role of interdependent relationships within the organization for understanding discrimination in organizations.

Understanding Values for Insightfully Aware Leadership

Read the working paper
INSEAD Working Paper 2014/46/OBH

Values are widely labelled as “principles” as well as “motivators”’ that influence our lives. Given their importance in everything we do, including our work, we advocate recognizing and understanding values as part of deepening one’s self-awareness – a key element in leadership development – especially where this emphasizes authenticity or emotional intelligence. While there is a substantial consensus about the link between understanding one’s values and self-awareness, research explicitly relating this to leadership development is more limited. By reviewing an extensive range of classic and contemporary academic literature on: values, values hierarchy, work values, organizational values; as well as values sources, change, conflict, congruence and communication; we provide a holistic view of the concept of values. Next, we use this review to derive an integrated definition and a framework for understanding values (personal, work and organizational). These act as a constructive contribution for deeper self-awareness in leadership – a part of leadership development that is ‘insightfully aware’. Finally, we identify a number of suggestions to guide future research seeking to explore and apply the role and understanding of values in leadership and organizational dynamics.

New Directions in Complexity Theory

New Directions in Complexity Theory in Sage Handbook of Process Organization Studies, Ann Langley, Tsoukas Haridimos (Eds.), Sage (forthcoming)

Understanding the Emergence of Collective Identity in Entrepreneurial Firms

Understanding the Emergence of Collective Identity in Entrepreneurial Firms  in Handbook of Innovative Qualitative Research Methods, Kimberly Elsbach, Roderick Kramer (Eds.), Routledge (forthcoming)