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Although the business case for diversity has been well established, efforts to recognize diversity as a strategic issue and to implement diversity initiatives have often been thwarted. We consider diversity to be a strategic issue as it can have an important impact on organizational performance (Ansoff, 1980). However, the response to diversity as a strategic issue is subject to interpretation on the part of both decision-makers and those concerned with the implementation of those decisions. We argue that diversity is a “hot issue” because of its potential to evoke strong emotions. The cognitive antecedents which determine these emotions are, in fact, similar to those that lead to interpretation of strategic issues as threats or opportunities. This may help to explain how emotions are linked to strategic issue interpretation, to the decisions taken, and the likely responses to those decisions. We propose that individuals’ salient identities can influence how diversity as a strategic issue and diversity initiatives are interpreted in ways that elicit specific emotions and different categories of emotion. These emotions in turn will lead to behaviors, such as resistance or support for this issue and the proposed initiatives. Implications for leadership are discussed., info:eu-repo/semantics/published

Managers analyze their environment in order to diagnose strategic issues, events which may have an important impact on the organizational performance. But to date little has been said about the role of emotion in the process of strategic issue diagnosis (SID). Our paper focuses on how emotions and social identities can influence SID, which has been primarily discussed from a purely cognitive perspective. First, we build on cognitive appraisal theory of emotion to better predict individual emotional and behavioral responses to strategic issues. Second, we integrate concepts from intergroup emotion theory to predict when these emotional and behavioral responses will be based on group membership. In this way, we can better understand how not only how individuals may personally respond but also how group memberships (or social identities) may influence the process of strategic issue diagnosis. After reviewing both theories of emotion we discuss how both cognitive appraisals and the cognitive dimensions identified by existing SID frameworks can predict specific “discrete emotion” responses to the issue (e.g. joy, anger) in turn predicting specific “behavioral responses” to the issue (e.g. support, reject). We then illustrate when individual-level SID processes become group membership-level and conclude by outlining implications for theory and research., info:eu-repo/semantics/published

Two studies were designed to investigate the relations among ethnic group membership, ethnic group identification, group based-appraisals, and group-based emotions in determining behavioral tendencies of support and opposition toward diversity initiatives. The two studies confronted participants with the hire of an ethnic minority under a diversity-based procedure. The first study assessed reactions of whites to the hire of an ethnic minority under a diversity-based or a merit-based policy. The second study compared reactions of white and ethnic minorities to the hire of an ethnic minority under a diversity-based policy. The results of the first study showed that white participants appraised a diversity-based hiring decision as significantly more harmful to the ingroup and unjust which in turn engendered greater feelings of anger toward and shame about the diversity policy rather than the merit based policy, and more stated intentional opposition to the policy. Study 2 revealed that whites’ appraisal of the diversity-based policy as unjust and as harmful to the ingroup lead to stronger intentions to oppose because whites felt angry about it. Minorities’ appraisals of the diversity-based policy as harmful to the ingroup lead to stronger intentional opposition because they felt ashamed about it, and appraisals of the policy as unjust also lead to intention to oppose because they felt low pride about it. In both studies we provide evidence that ethnic group identification acted as a moderator of the predictive effect of emotions on behavioral intentions toward the diversity-based hire. Results are discussed within an intergroup emotion theory framework., info:eu-repo/semantics/published

We apply Intergroup Emotion Theory – a theory that considers emotion as a group-based phenomenon - to argue that the way diverse team members cognitively appraise a situation (concerning relationships or the task at hand) and react emotionally about it, and the extent to which they intend to act on it or not, will be a function of their identification with a salient categorization. The proposed extension by applying IET offers the advantage of being able to predict more specifically when and why individual members in a diverse team may come to experience emotions on behalf of a shared salient social categorization (e.g. the team) potentially leading to shared emotions in the team, and when they will experience emotion on behalf of varied salient social categorizations (e.g. profession, gender, tenure), potentially leading to variation of emotions in the team. Essentially we argue that IET allows the integration of intergroup emotion as a key moderator in models of diverse teams that connect categorization and identification processes to team functioning. In this paper we elaborate propositions about the nature and role of intergroup emotion in diverse team functioning before discussing potential consequences of intergroup emotions for team information sharing., info:eu-repo/semantics/published

Offshoring inevitably leads to increased cultural diversity in work relations. Most companies perceive this increased diversity as a risk, a problem that needs to be minimized or remedied for offshoring to succeed. Building on the business case for diversity management literature we propose an alternative positive view of cultural diversity in the context of offshore relationships. We suggest that the increased cultural diversity that offshoring brings can actually be an opportunity companies should recognize and leverage in order to foster business performance. We specifically argue that under certain conditions related to the organizational context, type of project, teams, and tasks offshored, offshore projects driven by innovation might actually hold a unique competitive advantage through the utilization of their team cultural diversity., info:eu-repo/semantics/published

In this paper we argue that Leading Academic Performance (LAP) expectations in universities are gendered, hindering female academic leadership. Integrating concepts from social identity theory of leadership, prototypicality, and social identity performance we describe how evaluations of female academic performance are shaped by gender social identity negatively affecting the career advancement of female faculty. We then illustrate how female academics can perform their academic and/or female social identities in order to be considered as leading academic performers., info:eu-repo/semantics/published

Strategic issues have the potential to impact organizational performance. These issues are subject to cognitive interpretation by decision-makers and implementers. Some strategic issues are considered to be “hot” because of their potential to evoke strong emotions. In this paper, we argue that the cognitive antecedents involved in strategic issue interpretation are similar to those involved in the determination of emotion. We use “diversity” as an example of strategic issue. We propose that individuals’ salient social identities will shape cognitive antecedents in turn eliciting specific emotions and associated behavioral tendencies. Theoretical and managerial implications are discussed., info:eu-repo/semantics/published

In an effort to make documented and fair decisions on work‐related opportunities and career progressions, job performance has emerged as a pivotal Human Resource tool due to its link to quasi‐every career‐related decision in the organization. Indeed, differences in performance evaluations can influence a number of career advancement variables. Performance measurement differences can impart both pay and promotions (Roth, Purvis & Bobko, 2012), lead to lower levels of job satisfaction (Colquitt, Conlon, Wesson, Porter & Ng, 2001; King et al. 2010) and lower levels of perceived organizational justice (Colquitt et al. 2001; Motowidlo, 2003), which in turn break efforts to create a fair and balanced workplace. If within an organization allocation of bonuses, wages, responsibilities and promotions are partially or entirely determined by job performance evaluations, then job performance is likely to mediate the relationship between gender and career advancement, particularly for women in male dominated organizations.The centrality of job performance calls for scrutiny; as job performance has a potential to constitute a powerful mechanism in terms of its potential to marginalize and/or exclude women. Despite legislative and organizational efforts to alleviate gender inequality and shatter the glass ceiling, women are still disadvantaged in the labor market.In fact, women who have managed to enter male‐dominated organizations and occupations are still under‐represented and face numerous hurdles. Empirical evidence is plentiful on gender discrimination even when women are successful at their job (e.g. Parks‐Stamm et al. 2008, Heilman & Okimoto, 2007) and have secured positions in upper management (Heilman et al. 2004). However, little evidence is available on women’s experience of discrimination within the performance appraisal context and how existing job performance prototypes are affecting the perception of their work, including bias by other women.This dissertation is interested in filling that research gap and contributing to the body of knowledge on women’s experience in male‐dominated organizations. The potential of job performance having a marginalizing effect on women, in the sense of limiting women’s career opportunities, is examined with regard to women’s work experience and how women themselves can perpetuate their marginal position in the workplace. The intent is to reveal the mechanisms upholding and reinforcing the glass ceiling and gender inequity in the workplace.Based on the literature review and identified knowledge gaps two lines of enquiry have emerged and will be investigated in this dissertation:-  How job performance functions as a mean of (re)producing gender inequality in male dominated organizations and occupations by its gendered character-  How women in male‐dominated organizations can be participants in maintaining inequality by relying on gender stereotype expectations to evaluate their job performance and that of other female colleagues.In order to grasp and address the complexity of the potentially gendered character of job performance the dissertation takes on a multidisciplinary approach.The dissertation is divided into two main parts. The first part comprising chapters 1 to 3 reviews the current literature on women’s experience in male‐dominated organizations. These chapters provide the theoretical framework for the research contributions, presented as essays in part two of the dissertation. Chapter 1 presents a literature review depicting the situation of women in the European labor market and the persistent horizontal and vertical segregation. The specificities of token women (less than 15% representation; Kanter, 1977a) in male dominated organizations and the impact of tokenism on women’s job performance are discussed.Chapter 2 details gender stereotypes and explicates their direct impact on the assessment of women’s work and job performance. This chapter argues the case for genders stereotypes as the leading social psychological mechanisms impeding the perception of women’s work as being equivalent to that of men. Perceived incongruity between gender stereotype attributes gives rise to expectations on women’s performance, generally, that they will perform poorly in male‐typed occupations (Heilman, 1983, 1995, 2001). This can therefore penalize women in their career paths and become significant barriers to their social and economic opportunities. In fact, stereotype beliefs about attitudes, characteristics and roles of women and men influence the evaluation process and constitute the backbone of the analysis of this dissertation.Chapter 3 explores the existing literature on women’s participation in biased evaluation of themselves and other women. Women’s roles as evaluators as well as their self‐ perception as performers is outlined in relation to the way they can maintain and reinforce gendered performance norms. Building on system justification theory, this chapter highlights the complexity of gender inequality in organizations and seeks to acknowledge internalized and often unconscious gender biases at work.Subsequent to the literature review of part one, part two (chapters 4 to 8) presents the research contributions of the dissertation, namely the mechanisms, which maintain and reinforce gender inequality in male dominated organizations. Chapters 4 to 5 outline the investigations into the research enquiries posited. Each chapter of part two constitutes an independent essay highlighting through various analytical lenses the complexity of marginalization through job performance. In line with a multidisciplinary approach, the essays presented in chapters 4 and 5 are of a theoretical nature whereas chapters 6, 7 and 8 comprise empirical studies.Chapter 4 sets out to investigate the potential gendered character of job performance and the legitimating effects of meritocracy as the ideological framework, which informs each stage of job performance; from setting the criteria to using performance evaluation information to distribute organizational goods. The major contribution of this chapter is to bring forth the way in which performance and merit intertwine to perpetuate mechanisms of inequality and invalidate contestation at each stage of job performance. Gender‐blind and merit‐based HR (Human Resources) processes such as performance are rarely put to question and revealed as inherently biased themselves. The findings call for a critique of meritocracy on a systemic level as well as the implementation of an outcome‐oriented approach to job performance evaluations and reward allocation.Chapter 5 applies and extends social identity theory to explain the underrepresentation and marginalized position of women in European academia. The chapter illustrates the extent to which the Leading Academic Performer (LAP) is based on male characteristics and therefore contributes to the marginalization of female academics. This chapter endeavors to further the theoretical underpinnings by proposing an applicable taxonomy of social identity theory performance (Klein, Spears & Reicher, 2007). The chapter illustrates how social identities can be strategically performed to enhance the perception of female academics as leading academic performers.Chapter 6 and chapter 7 are contributions based on an empirical study using a social psychological experiment methodology, involving 163 Master students (Business major) from a Belgian university. The objective of the study was two fold. Chapter 6 investigated the standards and criteria used to evaluate male versus female job performance. Chapter 7 looked at how female and male evaluators differed in their evaluations and how they perceived the value of their evaluative work when evaluating a woman versus a man.More specifically, in chapter 6 participants were asked to evaluate the job performance of a randomly assigned female or male IT manager and to decide on whether they should retain their position. Major findings of this study show that not only did evaluators (regardless of their gender) automatically assign female IT managers higher interpersonal skills, thereupon confirming the use of stereotype beliefs, but they also used double standards to decide the retention of the female employee. When it came to female employees, their retention decision was directly linked to their performance evaluation. This was not the case for male employees. Other standards outside of job performance were used to retain the male employee. In addition, results reveal that female evaluators systematically gave lower ratings than their male counterparts. The results in this study show that both men and women evaluators not only use similar norms to evaluate but are also harsher when evaluating female performance.Chapter 7 explores the evaluators’ perceived entitlement in regards to the task of evaluating the job performance of a man versus that of a woman. Contrary to previous research on the depressed entitlement effect (i.e. phenomenon where by women underpay themselves relative to men but are just as satisfied with their employment situation as men) in this study, all evaluators, men and women expressed an elevated sense of entitlement when appraising the performance of a female worker. Evaluators assessing a woman’s job performance felt that they deserved 19,64% more (monetary reward) compared to those evaluating a man’s job performance. Interestingly, evaluators who gave high interpersonal skill ratings exhibited a depressed entitlement effect. It would seem that focusing on female associated skills gives evaluators the perception that this work is less worthy. Both chapters 6 and 7 highlight the gendered character of evaluating performance and point to the difficulty evaluators might have in evaluating female job performance. Equally, the findings support the claim that women themselves participate in system‐maintaining mechanisms that stress communality injunctions on female workers.Chapter 8 presents a study, using qualitative methodology, conducted in a Belgian subsidiary of a multinational IT corporation. The study is based on semi‐structured interviews with 32 managers and employees across organizational departments. The aim is to highlight job performance expectations and to render visible criteria thought to be best predictive of good employee performance. To bring forth existing yet hidden gendered elements in the discourse on job performance, gender subtext was chosen as the analytical tool. Gender subtext analysis allows for an understanding of how seemingly gender‐blind language is in fact embedded with gendered meanings. Results of this fieldwork support the analysis in previous chapters: Job performance expectations perpetuates a prototype of the exemplary performer as masculine, thereby forcing the few token women to position themselves in masculine terms or risk increased marginalization from deviating the dominant management style. Finally, a section of the chapter is dedicated to analyze how women do work in their predominately male dominated organization and how this could lead to perpetuating masculine norms of performance.A general discussion concludes the dissertation and analyses the findings (i.e. the four mechanisms that have been identified, which reinforce the glass ceiling and maintain gender inequality through job performance). Overall, the investigations into the research enquiries have revealed the gendered and thus biased character of job performance. If within an organization, androcentric job performance criteria and evaluations are partially or entirely used to determine the allocation of bonuses, wages, responsibilities and promotions, then job performance constitutes a powerful gendered mechanism legitimating and maintaining gender inequalities. Each essay in part two has examined and brought to light the (re)production of gender inequality in male dominated organizations and occupations through job performance. By using a multidisciplinary approach, the theoretical analyses presented, is consolidated the laboratory experiments and fieldwork. Equally, the role of women in maintaining gendered performance norms by relying on gender stereotypes, albeit unconsciously, is uncovered. The participation of women themselves in maintaining and reproducing the status quo limits the possibilities for contestation and hinders attempts at transformation towards more gender equity. To conclude, the chapter proposes practical recommendations alleviate contributing mechanisms behind the glass ceiling., Doctorat en Sciences économiques et de gestion, info:eu-repo/semantics/nonPublished

When judging interpersonal aggression, witnesses are usually expected to rationally consider, based on the evidence they have, what another reasonable person could (or should) have thought, known and done. However their analysis may be affected by judgment biases and personal motivations. These evaluative and retrospective biases, as well as the ascription of blame, are the main interests of this research. More specifically, we investigated the consequences of witnesses being prone to the hindsight bias, which is a common bias that gives individuals the feeling that they would have been able to predict past events, what in fact, is not the case. This process may have important effects on the victim, who “should have known” that an aggression would happen to him/her. In this dissertation, we examine the moderators of this bias and the role of the communication context in which it develops. We hypothesized that the communication context might affect the perspective that is taken on the event of interpersonal aggression and the perceived distance towards it. Also, we expected that the hindsight bias and victim blame would be decreased when reducing the psychological distance towards the event (i.e. perceived temporal distance and perceived proximity with the victim’s fate). In a same vein, we expected that the aggressor would be more derogated in this condition. The first four studies were designed to investigate the role of communication goals about the aggression. Asking participants to describe how (vs. why) the aggression happened was expected to diminish the perceived distance. The following study (study 5) examined whether reporting the event in the passive voice (vs. active voice) would have a similar effect. The four last studies investigated how the time of presenting the event (before vs. after its antecedents) would influence the perception of distance towards the events and the judgments. We expected that knowing the outcome initially might reduce the perceived distance with the events. Results of the first five studies confirmed the main hypotheses: the communication context that focused on the “how” of the event or that presented it in the passive voice reduced the perceived distance and diminished the predictability of the aggression and victim derogation. It also increases the derogation of the aggressor. In addition, the latter studies revealed that learning about the outcome right away leads to reduced derogation of the perpetrator and increased derogation of the victim, even when reducing the perceived distance with the event. Overall, this research suggests that the communication context in which the hindsight bias emerges, as well as the perceived distance with the negative event, are important factors when examining the retrospective reasoning and judgments of witnesses.Lorsque les témoins jugent une agression interpersonnelle, il est généralement attendu d’eux qu’ils considèrent rationnellement ce qu’une personne raisonnable aurait pu penser, savoir et faire dans pareille situation, et ce en se fondant uniquement sur les preuves qui leur sont fournies. Il n’en reste pas moins que leur analyse sera toutefois tronquée par des biais de jugement et des motivations personnelles. C’est pourquoi la détermination du blâme et l’influence des déformations rétrospectives et évaluatives sont au cœur de cette recherche. Ainsi, nous investiguons plus particulièrement le biais de rétrospection, à savoir l’erreur commune qui laisse à l’individu penser qu’il est en mesure de prévoir n’importe quel événement, alors qu’en réalité, il n’en est rien. Une telle erreur peut cependant avoir de graves conséquences pour la victime dès lors que les témoins sont amenés à croire qu’elle aurait « dû » prévoir ce qui allait survenir. Dans cette thèse, nous envisageons également les modérateurs de ce biais, dont le rôle du contexte communicationnel. Nous avons, dès lors, fait l’hypothèse que le contexte communicationnel pourrait affecter l’angle sous lequel les témoins considèrent l’événement et la distance perçue par rapport à celui-ci. Ce faisant, nous pensions que le biais de rétrospection et le blâme de la victime seraient réduits lorsque le contexte diminuait la distance perçue vis-à-vis de l’événement (en l’occurrence, la distance temporelle et la proximité perçue avec le sort de la victime). De même, il était attendu que l’agresseur soit davantage blâmé dans pareille condition. Les quatre premières études s’intéressaient donc au rôle des buts poursuivis lors de la communication à propos de l’agression, afin d’envisager en quoi décrire comment (vs. pourquoi) l’agression s’était produite aidait à réduire la distance perçue. Une cinquième étude nous a ensuite permis de considérer si la voix passive (versus active) avait aussi un effet similaire. Quant aux quatre dernières études, elles avaient pour objectif d’investiguer dans quelle mesure l’ordre de présentation des informations (connaître la fin avant, vs. après les antécédents) pouvait avoir également une incidence sur la prise de distance par rapport à l’événement et aux jugements. Plus précisément, nous faisions l’hypothèse que connaître l’événement en premier lieu (avant ses antécédents) facilitait la réduction de la distance perçue. Les résultats obtenus dans les cinq premières recherches semblaient confirmer nos hypothèses :Un contexte communicationnel qui réduisait la distance psychologique perçue par rapport à l’événement pouvait non seulement diminuer le biais de rétrospection et le blâme de la victime, mais augmenter aussi le blâme de l’agresseur. Toutefois, les dernières recherches ont semblé démontrer, a contrario, que connaître l’agression en premier lieu pouvait réduire le blâme de l’agresseur et augmenter celui de la victime, alors même que la distance perçue avec les événements était réduite. In fine, ce travail suggère donc que le contexte communicationnel, dans lequel le biais émerge, et la prise de distance face à l’événement négatif sont autant de pistes qu’il faudrait creuser à l’avenir pour mieux comprendre le raisonnement et les jugements rétrospectifs des témoins., Doctorat en Sciences Psychologiques et de l'éducation, info:eu-repo/semantics/nonPublished