Cultural Diversity in Organizations: Theory, Research, and Practice
Based on ten years of teaching, research, and consulting, Cultural Diversity in Organizations offers a systematic conceptual framework for understanding diversity and its effects on organizational behavior and performance. Taylor H. Cox, Jr. is an associate professor in the Organization Behavior and Human Resource Management Department of the University of Michigan Business School, where he teaches courses on organizational consulting and managing diversity. He is also founder of Taylor Cox and Associates Inc., a research and consulting firm.
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Diversity and Organizational Performance 1
Why Managing Diversity Is at the Core
Review of Research on Diversity
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acculturation Acculturation Models affirmative action African Americans Alderfer Asian attitudes behavior Black career experiences Chapter Chinese American communication companies context create cultural differences cultural diversity culture groups culture identity defined dimensions discrimination discussed diverse workgroups effects employees ethnocentrism evaluation example factors ganization gender goals group identities Hispanics identify identity groups identity structures impact important indicates individual influence informal institutional bias interaction intergroup conflict interpersonal ity group Journal leadership majority group members managing diversity members of minority ment mentoring Mexican Americans minority groups multicultural nationality networks nization non-White norms orga organizational culture orientation out-group percent persons phenotype plural organization potential prejudice problem programs promotion Proposition Psychology race racioethnic identity ratings recent refers relationships relevant role sexual harassment social specific stereotypes styles tion tional traditional turnover values White Americans White male women workers