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In this article, we present the concept of stereotype threat, widely used today in the organization studies and management literature. We suggest that examining this concept also invites us to consider the challenges of driving towards greater diversity, especially from the point of view of those who benefit from it. As management professionals, our work for the future will be intricately tied to accompanying the development of ethical diversity and inclusion policies with measures to reduce the threat of stereotyping. The numerous interventions and experiments presented in the stereotype threat literature provide interesting leads in this regard. The development of workplace diversity policies offers many benefits for companies to promote more diverse and inclusive organizational environments. It is important to address these issues more directly, since organizations are rapidly demonstrating they are not one unique color, ethnic group, religion, age or gender.

In nowadays knowledge intensive organizations – like f.i. IT companies and consultancy firms knowledge sharing process and collaboration represent key success factors for competing in a dynamic business environment. In large organizations characterized by distributed settings, managers need to develop tools and technique that can allow employees and teams dispersed in different geographical area to collaborate and share data, information and knowledge in order to avoid reworks and inconsistencies among projects. The present research in progress paper aims to understand the mechanisms and the tension between the organization that mandates the use of certain technologies and the actors that are supposed to adopt it. The preliminary findings show three different strategies put in place in order to align existing practices and the new logics introduced by the new tool: We have identified three strategies: 1) parallel use strategy; 2) overuse strategy; 3) and tolerant strategy.

This article draws on research in socialization, social support and organizational justice to explore the interactions among the relational, organizational and individual determinants of newcomers' adjustment. More specifically, we examine the interactive effects of perceived supervisor support (PSS), organizational socialization tactics, perceived overall justice and proactive personality on newcomers' task mastery, role clarity and job satisfaction. The results of a 2-wave longitudinal study on 104 new recruits of a large French bank point out that effective socialization is a result of a synergy between relational, organizational and individual paths. In particular, we found that the socializing effects of PSS are stronger under conditions of institutionalized socialization tactics, high perceived overall justice, and high newcomers' proactivity. The theoretical and managerial implications of these results are discussed., Cet article mobilise les recherches menées sur la socialisation organisationnelle, le soutien social et la justice organisationnelle pour explorer les interactions entre les déterminants relationnels, organisationnels et individuels de l'intégration des nouvelles recrues. Plus spécifiquement, nous examinons les effets d'interaction du soutien perçu du superviseur (PSS), des tactiques organisationnelles de socialisation, des perceptions de justice globale et de la proactivité des nouveaux arrivants sur leurs niveaux de maîtrise de la tâche, de clarté de leur rôle et de satisfaction au travail. Les résultats d'une étude longitudinale, en deux temps de mesure, menée auprès de 104 nouveaux arrivants d'une grande banque française montrent qu'une socialisation efficace est le résultat de la synergie entre les facteurs relationnels, individuels et organisationnels de la socialisation. Nous suggérons notamment que les effets socialisants du soutien perçu du superviseur (PSS) sont plus forts quand on constate à la fois l'existence de tactiques de socialisation institutionnalisées, quand la justice globale perçue par les nouveaux arrivants est élevée et quand ces deniers ont un niveau élevé de personnalité proactive. Les implications à la fois théoriques et managériales de ces résultats sont discutées.

International audience; Appearance of disinterestedness is a social norm that has long been recognised by social scientists as essential to the development of social exchange relationships. Despite the predominance of social exchange theory within the field of management, management scholars have so far largely overlooked the role of this norm in their models. This study aims to fill this gap by investigating how employees' attribution of disinterested organisational support (i.e. support perceived by employees as not resulting from an underlying calculation) is related to employee retention. The hypotheses were tested in a longitudinal study of 151 management-level employees. Results showed that perceptions of disinterested support decrease employee voluntary turnover through enhancing perceptions of organisational support and organisational commitment, and lessening turnover intention