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Given the mixed evidence that having both women and men in the top management team (TMT) or in the board of directors (BOD) has a significant influence on organizational innovation, we resolve this issue by conceptualizing TMT–BOD gender diversity as part of a multiteam system, that has joint effects which impact organizational innovation. Evidence from the study of both Chinese firms and UK firms confirm our conceptualization by showing an interaction effect between TMT gender diversity and BOD gender diversity such that innovation is greatest when both are high. The positive TMT–BOD gender diversity interaction effect on innovation improves subsequent firm performance particularly in dynamic environments. The findings refine current thinking by going beyond research that tests intra‐team TMT or BOD diversity independently and instead considers inter‐team diversity across both leadership teams within the strategic leadership upper echelons. In sum, findings show that high levels of TMT and BOD gender diversity result in more organizational innovation, which ultimately improves firm performance. We offer implications for women's inclusion in leadership as well as for research on the upper echelons. [ABSTRACT FROM AUTHOR]

We examine whether matching levels of racial diversity in upper management and lower management (i.e., racial diversity congruence) impact firm productivity. In a sample of high-tech firms, we found that congruence between upper-management racial diversity and lower-management racial diversity positively impacts firm productivity, supporting knowledge-based view perspectives. Furthermore, organizations with high levels of racial diversity in both upper and lower management (i.e., high-high racial diversity congruence) realized superior productivity compared to organizations with low levels of racial diversity in both upper and lower management (i.e., low-low racial diversity congruence). Results also revealed differences across levels of racial diversity incongruence between upper management and lower management (i.e., asymmetry effects) where by firms with a more racially diverse upper management than lower management out produced firms with a more racially diverse lower management than upper management. A supplemental sample of Fortune 500 firms enhanced generalizability, as the pattern of findings was very similar to that of the high-tech sample. We discuss the study's implications and make a call for future research that simultaneously considers the upper echelons and the lower echelons. [ABSTRACT FROM AUTHOR]

Used an organizational justice approach to examine workforce diversity programs and their potential effects on attitudes of African American beneficiaries through data from 66 African American undergraduates. Beneficiaries were more concerned about adequate procedural justification for the decision to hire them under a diversity program than the potential positive outcomes of such programs. (SLD)

The gender diversity's interactions with organizational culture and growth orientation were evaluated against organizational-level performance measures. The findings helped to reconcile the conflicting results of past diversity-performance research.

The study used structural equation modeling to investigate relationships among proteges perceptions of procedural voice and distributive justice and how they affect all four outcomes. It illustrates the importance of voice in facilitating positive perceptions of distributive justice as well as personal and organizational outcomes.

This study explores the attitudes of women and how their attitudes relate to diversity management practices. Specifically, we utilize organizational justice to examine women's attitudes toward the perceived fairness of outcomes and procedures in the context of managing diversity. We utilize Cox and Blake's (1991) marketing argument as a procedural justification for the need for diversity in the workplace. Our findings indicate that diversity programs that are not justified result in negative beneficiary attitudes, regardless of a positive outcome produced.

An organizational justice approach is used to evaluate voluntary workforce diversity programs. Results of a study indicate that the necessity for the creation of diversity programs must clearly be justified. The implementation of diversity programs which are not clearly justified result in less positive effects than those which are clearly justified, regardless of the favorable outcomes produced. The implications of justified and unjustified workforce diversity programs in business organizations are discussed.