Demographics, Conflict, and Perceived Openness to Diversity
Diversity within Diversity Management
ISBN: 978-1-78973-172-9, eISBN: 978-1-78973-171-2
Publication date: 7 May 2019
Abstract
Purpose
We aim to explore whether demographic groups of varying status positions differ in terms of their perception of work group members’ openness to deep-level and surface-level diversity. We also explore the effect that task group conflict and relational group conflict have on perceptions of openness to diversity.
Design/Methodology/Approach
Quantitative analysis of responses from 489 academics in multicultural university departments is applied. A comparison is made of different demographic groups based on age, nationality, and seniority with regard to perceptions of work group members’ openness to diversity. Specifically, we focused on perceptions of the work group’s openness to value dissimilarity (deep-level) and openness to visible dissimilarity (surface-level).
Findings
We found that there are indeed differences between demographic groups with regard to perceptions of the work group’s openness to value dissimilarities. No significant differences could be found in relation to openness to visual dissimilarities for any of the demographic sub-samples. We also found that there were differential effects of contextual adverse circumstances in the form of relational group conflict and task group conflict on the perceptions of the two types of work group openness to diversity.
Practical Implications
The knowledge that different demographical groups perceive their peers’ openness to diversity differently is an important insight when decisions regarding diversity issues have to be taken.
Originality/Value
Few studies have focused on perceptions of diversity. This is an important omission because individuals often act upon their perceptions, rather than on objective reality.
Keywords
Citation
Lauring, J., Selmer, J. and Jonsen, K. (2019), "Demographics, Conflict, and Perceived Openness to Diversity", Diversity within Diversity Management (Advanced Series in Management, Vol. 22), Emerald Publishing Limited, Leeds, pp. 61-78. https://doi.org/10.1108/S1877-636120190000022004
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited