All Stories

  1. Grand challenges in organizational justice, diversity and equity
  2. From Home to Corner Office: How Work–Life Programs Influence Women's Managerial Representation in Japan
  3. Innovation strategy, voice practices, employee voice participation, and organizational innovation
  4. Does age diversity benefit team outcomes, if so, when and how? A moderated mediation model
  5. Earnings of persons with disabilities: Who earns more (less) from entrepreneurial pursuit?
  6. Dynamic capabilities for managing racially diverse workforces: Effects on competitive action variety and firm performance
  7. Women in hospitality and tourism: a study of the top-down and bottom-up dynamics
  8. Bridging Caste Divides: Middle‐Status Ambivalence, Elite Closure, and Lower‐Status Social Withdrawal
  9. Both Diversity and Meritocracy: Managing the Diversity‐Meritocracy Paradox with Organizational Ambidexterity
  10. Does Age Diversity Benefit Team Outcomes, if so, When and How? A Moderated Mediation Model
  11. Creating Mutual Gains to Leverage a Racially Diverse Workforce: The Effects of Firm-Level Racial Diversity on Financial and Workforce Outcomes Under the Use of Broad-Based Stock Options
  12. Trickle‐down and bottom‐up effects of women's representation in the context of industry gender composition: A panel data investigation
  13. A meta-analytic review of gender composition influencing employees’ work outcomes: implications for human resource development
  14. HRM systems and employee affective commitment: the role of employee gender
  15. Attaining elite leadership: career development and childhood socioeconomic status
  16. Denial of racism and the Trump presidency
  17. Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management
  18. Childhood-onset disability, strong ties and employment quality
  19. Causality Between High-Performance Work Systems and Organizational Performance
  20. Participation in Helping Networks As Social Capital Mobilization: Impact on Influence for Domestic Men, Domestic Women, and International MBA Students
  21. Variety, Dissimilarity, and Status Centrality in MBA Networks: Is the Minority or the Majority More Likely to Network Across Diversity?
  22. Violation and activation of gender expectations: Do Chinese managerial women face a narrow band of acceptable career guanxi strategies?
  23. A Two-Wave Study of Self-Monitoring Personality, Social Network Churn, and In-Degree Centrality in Close Friendship and General Socializing Networks
  24. From female leadership advantage to female leadership deficit
  25. Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach
  26. Proactive Personality Heterophily and the Moderating Role of Proactive Personality on Network Centrality and Psychological Outcomes: A Longitudinal Study
  27. Societal Institutions and Work and Family Gender-Role Attitudes
  28. Leaders’ transformational, conflict, and emotion management behaviors in culturally diverse workgroups
  29. Erratum to “Online work: Managing conflict and emotions for performance in virtual teams” [European Management Journal 30 (2) 2012 156–174]
  30. Pay dispersion and earnings for women and men: a study of Swedish doctors
  31. Online work: Managing conflict and emotions for performance in virtual teams
  32. Is using work-life interface benefits a career-limiting move? An examination of women, men, lone parents, and parents with partners
  33. Vocational status and perceived well‐being of workers with disabilities
  34. Temporary Work, Underemployment and Workplace Accommodations: Relationship to Well‐being for Workers with Disabilities
  35. The vocational well-being of workers with childhood onset of disability: Life satisfaction and perceived workplace discrimination
  36. Understanding Diversity Management Practices: Implications of Institutional Theory and Resource-Based Theory
  37. Creating a vision boosts the impact of top management support on the employment of managers with disabilities
  38. Diversity and organizational innovation: The role of employee involvement
  39. Asymmetrical demography effects on psychological climate for gender diversity: Differential effects of leader gender and work unit gender composition among Swedish doctors
  40. A reflection of the contributions of “Women in sport management: advancing the representation through HRM structures”
  41. Women in sport management: advancing the representation through HRM structures
  42. Implementing Employment Equity in Gendered Organizations for Gendered Lives
  43. Gender and Racial Differentials in Promotions
  44. Critical Mass: Does the Number of Women on a Corporate Board Make a Difference?
  45. Critical Mass:
  46. Opening the Black Box of Editorship
  47. Editorial Comment
  48. Editorial Comment
  49. Gender-Role Attitudes and Earnings: A Multinational Study of Married Women and Men
  50. Editorial Comment
  51. Gender Role Attitudes and Careers: A Longitudinal Study
  52. Editorial Comment
  53. Editorial Comment
  54. Editorial Comment
  55. Editorial Comment
  56. Leveraging Workplace Diversity in Organizations
  57. Editorial Comment
  58. Editorial Comment
  59. Editorial Comment
  60. Diversity attitudes and norms: the role of ethnic identity and relational demography
  61. Is Promoting an African American Unfair? The Triple Interaction of Participant Ethnicity, Target Ethnicity, and Ethnic Identity1
  62. Editorial Comment
  63. Editorial Comment
  64. Welfare-To-Work Programs
  65. Examining the Contours of Workplace Diversity: Concepts, Contexts and Challenges
  66. The Relationship of Job Attribute Preferences to Employment, Hours of Paid Work, and Family Responsibilities: An Analysis Comparing Women and Men
  67. Handbook of Workplace Diversity
  68. The effect of human resource management practices on the job retention of former welfare clients
  69. Editorial Comment
  70. Nonprofits and the Job Retention of Former Welfare Clients
  71. Preferences for Job Attributes Associated with Work and Family: A Longitudinal Study of Career Outcomes
  72. Editorial Comment
  73. Editorial Comment
  74. Editorial Comment
  75. Editorial Comment
  76. Editorial Comment
  77. Editorial Comment
  78. Job and industry fit: the effects of age and gender matches on career progress outcomes
  79. Diversity programs: influencing female students to sport management?
  80. Editorial Comment
  81. Editorial Comment
  82. Demographic Differences and Reactions to Performance Feedback
  83. Editorial Comment
  84. Editorial Comment
  85. Affirmative Action as a Means of Increasing Workforce Diversity
  86. Explaining Demographic Group Differences in Affirmative Action Attitudes1
  87. Behavioral Goals for a Diverse Organization: The Effects of Attitudes, Social Norms, and Racial Identity for Asian Americans and Whites
  88. Editorial Comment
  89. Editorial Comment
  90. Special Issue Introduction: Defining The Domain Of Workplace Diversity Scholarship
  91. Granovetter Was Right
  92. What Do Managers Like to Do?
  93. Job-Seeking in a Turbulent Economy: Social Networks and the Importance of Cross-Industry Ties to an Industry Change
  94. Human resource management trends in the USA ‐ Challenges in the midst of prosperity
  95. Women in sport management: advancing the representation through HRM structures
  96. The impact of work‐life programs on firm productivity
  97. Sex Differences in Job Attribute Preferences among Managers and Business Students
  98. Do women and men want different rewards in the workplace?
  99. Diluting Diversity
  100. The Impact of Labor Market Structure on Sex Differences in Earnings
  101. The Effects of Gender Role Congruence and Statistical Discrimination on Managerial Advancement
  102. A cross‐national cross‐gender study of managerial task preferences and evaluation of work characteristics
  103. What Do ManagersLikeTo Do? Comparing Women and Men in Australia and the US
  104. Task Complexity and Information Exchange: The Impact of Nurses' Networking Activities on Organizational Influence
  105. Race and Sex Differences in Line Managers' Reactions to Equal Employment Opportunity and Affirmative Action Interventions
  106. FORMALIZED HRM STRUCTURES: COORDINATING EQUAL EMPLOYMENT OPPORTUNITY OR CONCEALING ORGANIZATIONAL PRACTICES?
  107. Of Mommy Tracks and Glass Ceilings : A Case Study of Men's and Women's Careers in Management
  108. Task Complexity, Dependency Relationships and Influence: The Case of Nurses in a General Hospital
  109. The Effects of Individual Power on Earnings
  110. Understanding the Hiring of Women and Minorities in Educational Institutions
  111. PREDICTING SOCIAL-SEXUAL BEHAVIOR AT WORK: A CONTACT HYPOTHESIS.
  112. Predicting Social-Sexual Behavior At Work: A Contact Hypothesis
  113. Do You Get What You Deserve? Factors Affecting the Relationship Between Productivity and Pay
  114. `Sex' at `Work': The Power and Paradox of Organisation Sexuality.
  115. Political Participation: A Matter of Community, Stress, Job Autonomy, and Contact by Political Organizations
  116. Impact of Work Experiences on Attitudes Toward Sexual Harassment
  117. Affirmative Action: History, Effects, and Attitudes
  118. Measures for Quantitative Diversity Scholarship