Profiting from Diversity: The Business Advantages and the Obstacles to Achieving Diversity

279 Pages·2010·0.75 MB·English

by  Gloria Moss

Profiting from Diversity
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Profiting from Diversity
The Business Advantages and the Obstacles
to Achieving Diversity
Editedby
Gloria Moss
SeniorLecturer,BucksNewUniversity
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Editorialmatter,selectionandintroduction©GloriaMoss2010
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Contents
ListofFigures vii
ListofTables viii
NotesonContributors ix
Part I TheBackground
1 Introduction 3
GloriaMoss
Part II ProfitingfromDiversity
2 Diversity,Innovation,andCorporateStrategy 19
AlanH.David
3 EastwardEnlargement,CulturalandNationalIdentity,
andDiversityintheEuropeanUnion 45
HeatherSkinnerandKrzysztofKubacki
4 KnowledgeManagementandthePositiveImpact
ofaCollectivistCulture 59
GloriaMoss,KrzysztofKubacki,MarionHersh,andRodGunn
5 Gender-BasedMotivesforPurchasingFairTradeProducts
inFrance 75
FlorencedeFerran
6 WomenManagersinLatvia:AUniversalFootprintforthe
Future? 91
GloriaMoss,DavidFarnham,andCarynCook
7 VarietyistheSpiceofLife:HowDesignDiversityCan
EnhanceProfitability 119
GloriaMoss
Part III ObstaclestoDiversityInitiatives
8 EmbeddingDiversity:TheObstaclesFacedbyEqualityand
DiversitySpecialists 137
AlisonPreece
v
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vi Contents
9 DesignDiversity:TheOrganisationalObstacles 149
GloriaMoss
10 ObstaclestoGreaterDesignDiversity:Genderand
WebdesignSoftware 171
GaborHorvath,GloriaMoss,RodGunnandEszterVass
11 TacklingAgeisminEmployment:AgetheFinalFrontierof
Discrimination? 194
DavidFarnham
12 DisabledPeopleandEmployment:BarrierstoPotential
Solutions 215
MarionHersh
13 BarrierstoDiversity:TheCaseofAdvertisingCreatives 241
JimBlythe
NameIndex 256
SubjectIndex 263
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List of Figures
2.1 Diversity,structure,andthevaluechain 21
2.2 Diversityandthe‘learningorganisation’a
complimentaryapproach.AdaptedfromKandolaand
Fullerton(1998) 28
2.3 AbsorptiveCapacitywithintheContextofDiversity.
AdaptedfromHopkinsetal.(2008) 35
2.4 Diversitystrategicprocessmeasurementmodel 36
5.1 (a)Hierachicalvaluemapoffairtradecoffeepurchase
bymen(n=180/threshold=5)and(b)hierarchical
valuemapoffairtradecoffeepurchasebywomen
(n=400/threshold=8) 83
7.1 Modelshowingthelinksneededbetweenperformance
andpreferenceinordertocreatecongruence(Moss,
2007) 131
9.1 Thegainstobederivedfromachievingamatchbetween
productionandpreferenceaesthetics 150
9.2 Thegainstobederivedfromachievingamatchbetween
productionandpreferenceaesthetics 151
10.1 Gendercharacteristicsofgrocerywebsites 177
10.2 TheGenderIndexofgroceryhomepages 178
10.3 Shapesonthetemplates 185
10.4 Layoutofthetemplates 186
10.5 Numberofdifferenttextcoloursused 187
10.6 Typesofdifferenttextcoloursused 187
10.7 Typographyofthetemplates 188
10.8 Visualgenderindex 189
10.9 Indexofgender–summary 189
12.1 Thecontextcomponentofthecomprehensiveassistive
technologymodel 217
12.2 Themainbarrierstoemploymentofdisabledpeople
relatedtothecontextcomponentofthecomprehensive
assistivetechnologymodel 218
12.3 Therelationshipsbetweenthemainbarrierstothe
employmentofdisabledpeople 235
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List of Tables
1.1 Correlationsbetweenperceiveddiversityinthesenior
managementandoutputs(takenfromAllenetal.,2008) 13
2.1 Claimedbenefitsofdiversity 23
2.2 ProposedframeworkbyauthoradaptedfromWheeler
(1998)andHubbard(2004) 31
2.3 Scorecardperspectivesproposedbytheauthoradapted
fromHubbard(2004)andKaplanandNorton(1996) 40
4.1 PercentageofAustraliansandSlovenianscitingcertain
constructsasimportantinteamresearch 69
6.1 PercentageoftheLatvianworkingpopulationemployed
indifferentsectors,1997and2000 93
6.2 Comparisonoftheattributesofmen’sandwomen’s
leadershipstylesnotedintheliterature,withthe
correspondingfeaturesofLatvianmen’sandwomen’s
managementnotedbytherespondents 113
6.3 Comparisonofthebenefitstheliteratureascribesto
transformationalleadershipandthebenefits
respondentsattributetowomenmanagers 115
7.1 Summaryoftheviewsofresearchersastowaysinwhich
personalityismanifestedingraphicexpression,andthe
genderwithwhichaparticularformofgraphic
expressionisassociated 126
7.2 Thesexwithwhichvariousgraphicfeaturesare
associated 128
7.3 Differencesinmaleandfemalegraphicexpressionover
anumberofstudies(Moss2009) 129
7.4 Thestrengthofmaleandfemalepreferencesforwebsites
andelementsofwebsitesproducedbypeopleofthe
samegenderasthemselves(MossandGunn2009) 130
9.1 Theproportionofmenandwomenmembers(andby
gradeofmembership)accordingtomembership
statisticsheldbytheCharteredSocietyofDesigners 154
10.1 Thescoringsystem 184
13.1 Theprocessesofagroundedtheorystudy 243
13.2 Categoriesofdata 244
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Notes on Contributors
Dr. Jim Blythe is Visiting Reader in Marketing at Plymouth Busi-
ness School, and a Visiting Professor at Fachhochschule Nordhausen,
Germany.Heistheauthorofover50academicpapersand14textbooks.
His work has been published in the Journal of Marketing Management,
Industrial Marketing Management, the Journal of Business and Industrial
Management, Marketing Intelligence and Planning, and many more. He
is the editor of the Marketing Review, and is on the editorial panels of
fourotheracademicjournals,aswellasbeingChairoftheAcademyof
MarketingSpecialInterestGroupforQualitativeInquiryinMarketing.
Caryn E. Cook, MSc, Chartered FCIPD, PGCE, is a senior lecturer
withtheBusinessSchoolattheUniversityofWales,Newport,teaching
EmployeeRelationsontheCIPDProfessionalDevelopmentProgramme,
HumanResourceManagementandgeneralmanagement.Sheisachar-
tered fellow of the Chartered Institute of Personnel Development.
AjointpaperwithGloriaMossandDavidFarnhamon‘LessonsonGen-
der and Management from Latvia’ was presented at the International
Conference,Newsocio-economicchallengesofdevelopmentinEurope
attheUniversityofLatviainOctober2008.PriortoenteringtheHigher
Education Sector Caryn was a training manager within the Railway.
Her research interests are within Employee Relations and conceptual
frameworksofHRM.
Alan David is Senior Lecturer in Strategic Management at the Univer-
sityofWestminster.HeworkedatCourtauldsintheheadofficeStrategic
Planning team and, following an MBA, attended the Advanced Man-
agement Programme International run by faculty at Harvard Business
School. His main teaching interests relate to Corporate Strategy, the
Management of Innovation and Change and Systems Dynamics and
StrategicModelling.Hisresearchinterestsfocusonhowsystemsthink-
inginterventionsimpactonorganisationallearningandhowarangeof
intervention techniques, from ‘Soft Systems’ approaches and Scenario
Thinking,enrichmanagementthinkingaboutstrategy.
David Farnham is Professor at the University of Portsmouth. He has
heldvisitingacademicappointmentsattheUniversitiesofGlamorgan,
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