Managing Demographical Diversity — A Way of Improving the Learning and Performance of Top Management Teams

  • Sylvie Boisard-Castelluccia


The world economic environment has changed significantly over the last decade. Globalization has had a major impact on the manpower of many companies. These companies now hire employees who come from many countries and from different cultures. Consequently, the management of diversity has become a significant concern for a majority of multinationals. Unfortunately, the concept of diversity is not very well understood and its management is, therefore, mysterious and quite difficult to grasp. Even if the majority of these companies agree on the need for promoting diversity, only few of them manage to take concrete measures.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

6 Bibliography

  1. Abric J.C. (1989), «L’étude expérimentale des représentations sociales» Dans:Les représentations sociales, PUF, collection «sociologie d’aujourd’hui».Google Scholar
  2. Baron R.A. (1990), Behavior in organizations: Understanding and managing the human side of work, Third edition.Google Scholar
  3. Chatman et al. (1998), «Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes», Working Paper, Hass Business School, University of California, Berkeley.Google Scholar
  4. Eisenhardt K.M. (1999), «Strategy as strategic decision making», Sloan Management Review, Spring.Google Scholar
  5. Eisenhardt K.M., Hope Pelled L. et Xin K.R. (1999), «Exploring the black box: an analysis of work group diversity, conflict and performance», Administrative Science Quarterly, Vol. 44, pp. 1–28.CrossRefGoogle Scholar
  6. Festinger L. (1957), A Theory of Cognitive Dissonance, Stanford, Stanford University Press.Google Scholar
  7. Festinger L. (1964), Conflict, Decision, and Dissonance, Stanford, Stanford University Press.Google Scholar
  8. Fiol C.M. (1994), «Consensus, diversity, and learning in organizations», Organization Science, Vol. 5, n 3, August.Google Scholar
  9. Giordan A. (1993), «Des représentations à transformer», Sciences Humaines, n 32, Octobre.Google Scholar
  10. Giordan A. (1999), «(Ré)construire les connaissances», Sciences Humaines, n 98, Octobre.Google Scholar
  11. Giordan A. (1999), Apprendre!, Paris, Belin.Google Scholar
  12. Glick W.H., Huber G.P. et Miller C.C. (1993), «The impact of upper-echelon diversity in organizations» Dans: Organizational change and redesign, New York, Oxford University Press, pp. 176–214.Google Scholar
  13. Hackman J. (1987), «The design of work teams» Dans: Handbook of organizational behavior, Lorsch J. (Ed.), Prenctice-Hall, Englewood Cliffs.Google Scholar
  14. Hambrick D.C. et Mason P.A. (1984), «Upper echelons: The organizations as a reflection of its top managers», Academy of Management Review, Vol. 9, n 2, pp. 193–206.CrossRefGoogle Scholar
  15. Holland J.H. et al. (1986), Induction: Processes of inference, learning and discovery, The MIT press, Cambridge.Google Scholar
  16. Huberman, A. et Miles M.B. (1991), Analyse des données qualitatives, Recueil de nouvelles méthodes, De Boeck, Bruxelles.Google Scholar
  17. Jehn K.A. (1997), «Affective and cognitive conflict in work groups: Increasing performance through value-based intragroup conflict» Dans: Using conflict in organizations, De Dreu C.K.W. et Van De Viliert E. (Eds), pp. 87–100.Google Scholar
  18. Jehn K.A., Northcraft G.B. et Neale M.A. (1999), «Why differences make a difference: A field study of diversity, conflict, and performance of workgroups», Administrative Science Quarterly, Vol. 44, pp. 741–763.CrossRefGoogle Scholar
  19. Johnson-Laird P.N. (1991), «A model theory of induction», Journal of Technology and Social Studies on Society and Technology.Google Scholar
  20. Kim D.H. (1993), «The link between Individual and Organizational Learning», Sloan Management Review, pp. 37–50.Google Scholar
  21. March J.G. (1991), «Exploration and exploitation in organizational learning», Organization science, Vol 2, n 1, pp. 71–87.CrossRefGoogle Scholar
  22. Murray A.I. (1989), «Top management group heterogeneity and firm performance», Strategic Management Journal, Vol. 10, pp. 125–141.CrossRefGoogle Scholar
  23. Nelson R.R. et Winter S.G. (1982), An evolutionary Theory of Economic Change, Cambridge, M.A., The Belknap Press of Harvard University Press.Google Scholar
  24. Poitou J.P. (1974), La dissonance cognitive, Armand Colin, Paris, Collection «U».Google Scholar
  25. Smith K. et al. (1994), «Top management team demography and process: The role of social integration and communication», Administrative Science Quaterly, Vol. 39,pp. 412–438.CrossRefGoogle Scholar
  26. Williams K.W. et O’Reilly C.A. (1998), «Demography and diversity in organizations: A review of 40 years of research», Research in Organizational Behavior, Vol. 20, pp. 77–140.Google Scholar

Copyright information

© Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden 2007

Authors and Affiliations

  • Sylvie Boisard-Castelluccia
    • 1
  1. 1.University of ToulonVarFrance

Personalised recommendations