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Bridging the past, or breaking from it? Leader continuity rhetoric and nontarget employee diversity initiative support
Kukula, Anastasia
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Reinwald, Max
;
Kanitz, Rouven
;
Hoegl, Martin
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kukula-et-al-2024-bridging-the-past-or-breaking-from-it-leader-continuity-rhetoric-and-nontarget-employee-diversity.pdf
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DOI:
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https://doi.org/10.1177/01492063241281466
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URL:
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https://journals.sagepub.com/doi/10.1177/014920632...
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URN:
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urn:nbn:de:bsz:180-madoc-680223
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Document Type:
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Article
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Year of publication Online:
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2024
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The title of a journal, publication series:
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Journal of Management : JOM
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Volume:
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tba
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Issue number:
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tba
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Page range:
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1-30
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Place of publication:
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Thousand Oaks, CA
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Publishing house:
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Sage Publ.
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ISSN:
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0149-2063 , 1557-1211
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Publication language:
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English
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Institution:
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Business School > Management (Juniorprofessur) (Reinwald 2024-)
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Pre-existing license:
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 Creative Commons Attribution, Non-Commercial 4.0 International (CC BY-NC 4.0)
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Subject:
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330 Economics
650 Management
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Keywords (English):
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diversity , diversity initiatives , uncertainty management , justice , vision , field experiment , nontarget , change resistance , change support
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Abstract:
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Organizations launch diversity initiatives to promote diversity within their ranks, improve the work experiences of underrepresented groups, and satisfy growing demands for diversity in workplace settings. While typically welcomed by the target group, diversity initiatives can be compromised when employees who are not the initiative’s targets—for example, men in the case of gender diversity initiatives—withhold their support. Particularly organizations that are mostly composed of nontargets may thus struggle with a lack of support for their diversity initiatives. To understand how organizations can successfully implement diversity initiatives while preserving nontarget support, we take an uncertainty management perspective and examine the interactive effects of diversity practice type (identity-conscious vs. identity-blind) and leader continuity rhetoric (high vs. low vision of continuity) on nontarget support. In Study 1, using data from a 2 × 2 between-person field experiment in a firefighter organization, we find that framing the initiative under a vision of high (vs. low) continuity preserves nontargets’ anticipatory distributive justice in the face of identity-conscious (vs. identity-blind) practices and thereby promotes initiative support. Study 2, a vignette experiment, replicates our findings and shows that other justice dimensions above and beyond distributive justice appear secondary in this context. Our work has important implications for managing the initiation phase of diversity initiatives in organizations primarily composed of nontargets in a way that fosters nontargets’ perceived justice and support.
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 Search Authors in
BASE:
Kukula, Anastasia
;
Reinwald, Max
;
Kanitz, Rouven
;
Hoegl, Martin
Google Scholar:
Kukula, Anastasia
;
Reinwald, Max
;
Kanitz, Rouven
;
Hoegl, Martin
ORCID:
Kukula, Anastasia ; Reinwald, Max  ORCID: 0000-0002-7410-3163 ; Kanitz, Rouven ; Hoegl, Martin
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