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Cracking but not breaking: Joint effects of faultline strength and diversity climate on loyal behavior

Descriptive

TypeOfResource
Text
TitleInfo
Title
Cracking but not breaking: Joint effects of faultline strength and diversity climate on loyal behavior
Name (authority = RutgersOrg-School); (type = corporate)
NamePart
School of Management and Labor Relations (SMLR)
Genre (authority = RULIB-FS)
Article, Refereed
Genre (authority = NISO JAV)
Accepted Manuscript (AM)
Note (type = peerReview)
Peer reviewed
OriginInfo
DateCreated (encoding = w3cdtf); (keyDate = yes); (qualifier = exact)
2015
PhysicalDescription
InternetMediaType
application/pdf
Extent
47 p.
Abstract (type = abstract)
This study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity climate) on loyal behavior. Using data gathered from a sample of 1,652 managerial employees in 76 work units, we assess the cross-level effects of unit-level relationship- and task-related faultline strength and diversity climate on individual-level loyal behavior of managerial employees. We find a negative relationship between gender faultline strength and loyal behavior, and a positive relationship between diversity climate and loyal behavior. In addition, we find that work unit diversity climate moderates the relationships between the strength of gender and function faultlines and loyal behavior; specifically, a supportive diversity climate reduces the negative consequences associated with relationship-related faultlines and increases the positive consequences associated with task-related faultlines. The results highlight the value of simultaneously considering faultlines and diversity climate in understanding and managing workforce diversity.
Extension
DescriptiveEvent
Type
Citation
DateTime (encoding = w3cdtf)
2015
AssociatedObject
Type
Journal
Relationship
Has part
Name
Academy of Management Journal
Identifier (type = volume and issue)
58(5)
Reference (type = url)
https://dx.doi.org/10.5465/amj.2011.0829
Detail
1495-1515
Name (type = personal)
NamePart (type = family)
Chung
NamePart (type = given)
Yunhyung
Affiliation
University of Idaho
Role
RoleTerm (authority = marcrt); (type = text)
author
Name (type = personal)
NamePart (type = family)
Liao
NamePart (type = given)
Hui
Affiliation
University of Maryland
Role
RoleTerm (authority = marcrt); (type = text)
author
Name (type = personal)
NamePart (type = family)
Jackson
NamePart (type = given)
Susan E.
Affiliation
SMLR-Human Resource Management, Rutgers University
Role
RoleTerm (authority = marcrt); (type = text)
author
Name (type = personal)
NamePart (type = family)
Subramony
NamePart (type = given)
Mahesh
Affiliation
Northern Illinois University
Role
RoleTerm (authority = marcrt); (type = text)
author
Name (type = personal)
NamePart (type = family)
Colakoglu
NamePart (type = given)
Saba
Affiliation
Berry College and Koc University
Role
RoleTerm (authority = marcrt); (type = text)
author
Name (type = personal)
NamePart (type = family)
Jiang
NamePart (type = given)
Yuan
Affiliation
Shanghai Jiao Tong University
Role
RoleTerm (authority = marcrt); (type = text)
author
Subject (authority = LCSH)
Topic
Diversity in the workplace
Subject (authority = LCSH)
Topic
Employee loyalty
RelatedItem (type = has document)
TitleInfo
Title
Burns, Irina. Jackson, Susan E.-permission response
Identifier (type = doi)
http://dx.doi.org/doi:10.7282/T3QC05GR
RelatedItem (type = host)
TitleInfo
Title
Jackson, Susan E.
Identifier (type = local)
rucore30180500001
Location
PhysicalLocation (authority = marcorg); (displayLabel = Rutgers, The State University of New Jersey)
NjNbRU
Identifier (type = doi)
doi:10.7282/T3BG2QXK
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Rights

RightsDeclaration (AUTHORITY = FS); (ID = rulibRdec0004)
Copyright for scholarly resources published in RUcore is retained by the copyright holder. By virtue of its appearance in this open access medium, you are free to use this resource, with proper attribution, in educational and other non-commercial settings. Other uses, such as reproduction or republication, may require the permission of the copyright holder.
Copyright
Status
Copyright protected
Availability
Status
Open
Reason
Permission or license
RightsEvent
Type
Permission or license
AssociatedObject
Type
License
Name
Multiple author license v. 1
Detail
I hereby grant to Rutgers, The State University of New Jersey (Rutgers) the non-exclusive right to retain, reproduce, and distribute the deposited work (Work) in whole or in part, in and from its electronic format, without fee. This agreement does not represent a transfer of copyright to Rutgers.Rutgers may make and keep more than one copy of the Work for purposes of security, backup, preservation, and access and may migrate the Work to any medium or format for the purpose of preservation and access in the future. Rutgers will not make any alteration, other than as allowed by this agreement, to the Work.I represent and warrant to Rutgers that the Work is my original work. I also represent that the Work does not, to the best of my knowledge, infringe or violate any rights of others.I further represent and warrant that I have obtained all necessary rights to permit Rutgers to reproduce and distribute the Work and that any third-party owned content is clearly identified and acknowledged within the Work.By granting this license, I acknowledge that I have read and agreed to the terms of this agreement and all related RUcore and Rutgers policies.
RightsHolder (type = corporate)
Name
Academy of Management Journal
Role
Copyright holder
RightsEvent
Type
Permission or license request response
DateTime (encoding = w3cdtf)
2015-12-15
AssociatedEntity
Role
Contributor
Name
Irina Burns
AssociatedObject
Type
Permission response
Name
Permission response for Cracking but not breaking: Joint effects of faultline strength and diversity climate on loyal behavior
Reference (type = digital)
http://dx.doi.org/doi:10.7282/T3QC05GR
RightsEvent
Type
Embargo
DateTime (point = start); (encoding = w3cdtf)
2015-12-02
DateTime (point = end); (encoding = w3cdtf)
2110-12-31
Detail
Access to this PDF has been restricted at the publisher's request. The publisher, Academy of Management, does not permit full text access of this article in an institutional repository for the duration of copyright.
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Technical

RULTechMD (ID = TECHNICAL1)
ContentModel
Document
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