Gonzalo Sánchez Gardey

Business ManagementDepartment

13,5 %Rate of response

223Valid responses

1656Questionnaires sent

Identified through the membership database of academic associations as the Academy of Management or the European Institute for Advanced Studies in Management, as well as from the lists of participants of the most important HRM conferences.

Sample

HRM Scholars from all over the worldPopulation

Fernando Martín AlcázarPedro M. Romero FernándezGonzalo Sánchez GardeyUniversity of Cádiz (Spain)

Authors

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0,4

0,6

Impo

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0%0Invalid

100%128Valid

39,06%50USA

19,53%25United Kingdom

0,78%1Turkey

2,34%3Spain

0,78%1Norway

3,13%4Japan

0,78%1Israel

2,34%3Ireland

0,78%1Hungary

0,78%1Hong Kong

4,69%6Holland

4,69%6Germany

5,47%7France

2,34%3Finland

1,56%2Denmark

0,78%1Czech Republic

0,78%1Cyprus

3,13%4Canada

0,78%1Belgium

0,78%1Belarus

1,56%2Austria

3,13%4Australia

PercentageFrequency

Hungary

Ireland

Israel

Japan

Norway

Spain

Turkey

United Kingdom

USA

Australia

Austria

FranceFinland

Denmark

Belgium

Canada

Czech Republic

Belarus

Cyprus

Germany

Holland

Hong Kong

,81Free University of Berlin

,81Florida State University

,81ESADE

,81Erasmus University of Rotterdam

,81Eastern Michigan University

,81Chemnitz University

,81Cyprus Intl. Institute of Mgt.

,81Cranfield University

,81Cork Institute of Technology

1,62Consultant

,81Carlos IIII University

,81Carlos III University

,81Californian Poly State University

,81Calalunya Polytechnic University

,81Budapest U. of Economics & Pub. Adm.

,81Barcelona University

PercentageFrequency

,81Pontifician University of Comillas

,81Pennsylvania State University

1,62Pablo de Olavide University

,81Oxford Brookes University

,81Oklahoma State University

,81Monash University

1,62Middlesex University

,81Michigan State University

,81Madrid Polytechnic University

,81M.I.T.

,81León University

,81Le Moyne College

,81Jaume I University

,81Indiana University

,81Illinois Institute of Technology

,81IESE

,81Helsinki School of Economics

,81HEC Montreal

,81Granada University

1,62Girona University

,81Georgia Southern University

,81Georgia Institute of Technology

1,62University of Limerick

,81University of Las Palmas de GranCanaria

,81University of Kentucky

,81University of Copenhagen

,81University of Central Florida

,81University of Calgary

,81University of Alcalá

,81University of Albert

,81Université de Saint Quentin àVersailles

,81U. of Tn. at Chattanooga

,81U. of the Federal Armed Forces of German

,81U. of Nebraska at Omaha

1,62Turku School of Economics and B.A.

1,62Texas A&M University

2,33Seville University

,81Saint Mary's University

1,62Rutgers University

,81Prague University of Economics

100,0128Valid

,81Yildiz University

,81Western Virginia University

,81Warwick University

,81Vienna University of Economics and B.A.

,81Vienna Institute of Technology

,81Valencia University

,81Unversity of Liège

,81University of Wollongon

,81University of Wisconsin-Eau Claire

,81University of Western Sydney

,81University of Tulsa

,81University of Toronto

,81University of Texas-Arlington

,81University of Oklahoma

,81University of New Mexico

,81University of Michigan

,81University of Mannheim

,81University of Liverpool

Theoretical foundations of diversity management(N=128)

1,8171,57128Institutional Theory

1,5231,23128Resource Dependence Theory

1,5901,30128Social Capital Theory

1,7501,96128Human Capital Theory

1,5471,13128Agency and Transaction Costs theories

1,7891,89128Open System theory

1,6593,10128Behavioural perspective

1,6762,41128Resource based view of the firm

SDMean∗N

∗ Levels of use measured on a 0 to 5 Likert scale.

Research Perspectives(N=128)

2,0122,53128

Contextual Perspective: diversity management strategies must be consistent with the contextual framework in which firms operate (environment, stakeholders, internal contexts, etc.).

1,6851,34128Configurational Perspective: diversity management strategies must be internally consistent systems, a coherent set of initiatives.

1,8622,71128

Contingent Perspective: the extent to what a diversity management initiative improves organizational performance depends on its fit to firm’s strategy.

1,6891,26128Universalistic Perspective: it is possible to identify best diversity management practices that always lead to better performance.

SDMean*N

∗ Levels of use measured on a 0 to 5 Likert scale.

Research Objectives(N=128)

1,7531,61128Test competing theories

1,6893,07128Relationship between concepts measurement

1,6742,48128Key concepts measurement

1,8312,25128Prediction

1,5833,38128How? and Why? analysis

1,5363,19128Identify key concepts

SDMean∗N

∗ Level of use measured on a 0 to 5 LIkert scale.

Methods used to obtain data(N=128)

1,062,43128Computer simulations

1,183,55128Laboratory simulations

1,369,68128Experimental simulations

2,2302,81128Data bases

1,7551,59128Archival analysis

1,4333,91128Questionnaires

1,5332,95128Interviews

1,7482,20128Direct observation

SDMean*N

Data analysis methodologies(N=128)

2,0782,33128Multivariate

1,6861,34128UnivatiateQuantitative analysis

1,9122,38128Qualitative analysis

SDMean∗N

∗ Level of use measured on a 0 to 5 Likert Scale.

HR Practices analysed as diversity management instruments

(N=128)

1,9742,59128HR Strategies

1,8882,30128Motivation

1,7841,37128Socialization

1,8401,91128Training

1,8431,56128Compensation

1,8871,83128Staffing, recruitment & selection

SDMean*N

Other topics combined with Diversity Management analysis

NoYes

Entrepreneurship

60,99%

39,01%

NoYes

Employee Involvement

56,50%

43,50%

NoYes

International Management

37,22%

62,78%

NoYes

Leadership

72,20%

27,80%

NoYes

Strategic HRM

72,65%

27,35%

NoYes

Information Technologies

70,85%

29,15%

NoYes

Learning

61,43%

38,57%

EntrepreneurshipInvolvementInternational ManagementLeadershipStrategic HRMInformation TechnologiesLearning

Topics14,55%

16,22%

23,41%10,37%

10,20%

10,87%

14,38%

Other topics combined with diversity analysis comparison

HR strategy

HR policies

HR practicescontrol commitment

Huma

n Cap

ital

dive rs

ity

Demo

grap

hic

diver

sity Group dynamics

Group characteristicsGroup processes

Group performance

diversity

cognitive

affective

communicational

symbolic

Proposition 1: Demographic diversity influences group performance not by itself, but determining an heterogeneous set of knowledge, skills, abilities, values and cognitive approaches.

Group

performance

Group

dynamics

HumanResource Management System

Demographic

diversity

Group

performance

Group

dynamics

HumanResource Management System

Demographic

diversity

Group

performance

Group

dynamics

HumanResource Management System

Demographic

diversity

Group

performance

Group

dynamics

HumanResource Management System

Demographic

diversity

Proposition 3: Strategic human resource management system moderates the relationship between demographic and human capital diversity and group performance.

Proposition 3.1.: “Commitment” human resource management strategies, by emphasizing on a team orientation, employee participation, mutuality of interests, open communication channels and social interaction, lead diverse groups to perform better than those managed through “control” strategies.

Groupperformance

Groupdynamics

HumanResource

Management System

Demographic

diversity

Groupperformance

Groupdynamics

HumanResource

Management System

Demographic

diversity

Groupperformance

Groupdynamics

HumanResource

Management System

Demographic

diversity

Groupperformance

Groupdynamics

HumanResource

Management System

Demographic

diversity

Proposition 2: Demographic and human capital diversity has cogntive, affective, communicational and symbolic effects on group dynamics.

Proposition 2.1.: Demographic and human capital diversity has cognitive effects on group’s creativity, conflict resolution, decision making and problem solving.

Proposition 2.2.: Demographic and human capital diversity has affective effects on group’s climate, cohesion and on the level of commitment and satisfaction of group members.

Proposition 2.3.: Demographic and human capital diversity has effects on the quality and frequence of internal and external group communication.

Proposition 2.4.: Demographic and human capital diversity has symbolic effects on group’s climate and external communication.

Group

performance

Group

dynamics

HumanResource Management System

Demographic

diversity

Group

performance

Group

dynamics

HumanResource Management System

Demographic

diversity

Group

performance

Group

dynamics

HumanResource Management System

Demographic

diversity

Group

performance

Group

dynamics

HumanResource Management System

Demographic

diversity