Literature Review Women on boards and in TMTS and firm performance18 in six dimensions of business performance more precisely cost resource acquisition marketing suc cess creativity and innovation problem solving and organizational flexibility Concrete examples for organizational accommodation to diversity as presented by Cox and Blake are increased use of flexible working hours or company investment in in house child care The authors further argue that the share of minorities increases on the labor mar ket due to demographic change As companies are in competition for excellent employees from un derrepresented groups the company s reputation regarding its efforts to effectively manage diversity gains in significance People from different gender race or age hold different attitudes perspectives and beliefs They also differ in their cognitive functioning Hence according to Cox Blake 1991 cultural diversity should have a positive impact on team creativi ty and innovation as well as on problem solving and decision making Heterogeneous groups may be more successful than homogeneous groups in solving the most contentious problems Lucas Pé rez Mínguez Vera Baixauli Soler Martín Ugedo 2015 General system flexibility may be enhan ced by managing cultural diversity for two reasons firstly particularly flexible cognitive structures are assigned to women and racioethnic minorities Cox Blake 1991 Second the firm s processes and policies are dissolved and the company is more open to change Heffernan 2002 examines diversity in terms of economic power The transformation of organiza tions into more projects and matrix organizational structures should also be reflected in a variety of input that means employees with differing educa tion expertise and experience A business is after all the clients and the customers it serves Hef fernan 2002 Hence diversity of perspectives can be crucial for business success Companies have re alized that diversity fosters creativity on the lower and middle organizational levels as well as in the external relationship with customers and consu mers As a logical consequence a variety of view points and ideas should be equally advantageous for the upper levels up to the corporate board level Heffernan 2002 The reason why diversity is seldom a top business priority is that alternative business initiatives pro mise concrete results and clear returns in the short term Robinson and Dechant 1997 call for the creation of a sound business case for diversity in order to receive support from the top and resour ces for the implementation of diversity initiatives The authors concur with Cox Blake 1991 with regard to the major business reasons for diversity such as cost savings due to lower turnover costs and absenteeism rates or avoidance of lawsuits on sexual race and age discrimination further im provements in attracting retaining and promoting excellent employees with diverse backgrounds driving business growth through increased market place understanding greater creativity and inno vation producing higher quality problem solving improved leadership effectiveness and effective global relationships However diversity initiatives must be treated like any other business investment to achieve leader ship commitment A realistic assessment of the ex pected return on investment increases the proba bility of winning the in house competition for the company s scarce resources Robinson Dechant 1997 Research consortium Diversity Research Network commits itself to this task Associated scholars Kochan Bezrukova Jackson Joshi Jehn Leonard Thomas 2003 strive to assess the di versity performance link in multiple firms in order to find evidence for their view that increasing di Women on boards and in TMTs and firm performance

Vorschau DIRK-Forschungsreihe Band 21 Workforce diversity and personal policies Seite 18
Hinweis: Dies ist eine maschinenlesbare No-Flash Ansicht.
Klicken Sie hier um zur Online-Version zu gelangen.