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Diversity – diskutieren oder tabuisieren? Eine explorative Studie in Indien

Should Diversity be openly discussed or not? An explorative study in India

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  • Published:
Zeitschrift für Management

Zusammenfassung

In Ergänzung zu vorliegenden Unterscheidungen innerhalb der Diversity-Forschung wird hier erstmals die Unterscheidung einer tabuisierten von einer nicht-tabuisierten Diversity eingeführt. Die Legitimierung dieser Unterscheidung ergibt sich daraus, dass – so die zentrale Annahme – tabuisierte Diversity mit einer Konfliktverschiebung, nicht-tabuisierte Diversity dagegen mit einer Konflikteskalation einhergeht. Für die Praxis des Managements ist diese Unterscheidung wichtig, um die Risiken des globalen Trends zu mehr Diversity genauer einschätzen zu können. An einer Stichprobe von N = 96 Schulen im Bundesstaat Kerala in Südindien zeigte sich im Sinne der Konflikteskalations-These, dass die nicht-tabuisierte gewerkschaftliche Diversity mit gruppeninternen Spannungen positiv beschleunigt verbunden ist. Im Sinne der Konfliktverschiebungs-These zeigte sich, dass die nicht-tabuisierte gewerkschaftliche Diversity mit gruppeninternen Konflikten besonders eng verbunden ist, wenn zugleich die tabuisierte religiöse Diversity hoch ausgeprägt ist. Zur Erklärung der Befunde wird einerseits auf die Besonderheiten der Stichprobe in Kerala eingegangen. Zur Formulierung von Managementimplikationen wird andererseits präzisiert, in Bezug auf welche Diversity-Arten in Deutschland analoge Konstellationen vorzuliegen scheinen und welche Konsequenzen hieraus für das Management erwachsen.

Abstract

Completing existing forms of diversity, the paper is the first to introduce the distinction between an off-limits form of diversity and a non off-limits form of diversity. This distinction is relevant because we argue that an off-limits form of diversity will result in a shift of intragroup conflicts, while a non off-limits form of diversity will result in an escalation of intragroup conflicts. For the management of diversity, this distinction is important to appropriately assess the risks of rising diversity in organizations. Analyzing data from N = 96 schools in southern India (Kerala), religious diversity appears to be off-limits, whereas union diversity does not. As expected, union diversity was accelerated positively related to intragroup conflicts. Moreover, this positive relationship was stronger under high levels of religious diversity. In order to explain these results, we explicitly consider the particularites of Kerala. In order to draw conclusions for diversity management in German organizations, we additionally analyze which forms of diversity could unfold analogous dynamics and what implications for managers are to expect.

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Notes

  1. Vgl. Van Knippenberg und Schippers (2007, S. 515).

  2. Vgl. Mor Barak (2010).

  3. Vgl. Jackson und Joshi (2010).

  4. Vgl. Gebert (2004); Van Knippenberg und Schippers (2007, S. 518 ff.).

  5. Vgl. Van Knippenberg et al. (2004, S. 1009).

  6. Vgl. Tajfel und Turner (1986); Jackson et al. (2003, S. 806 ff.).

  7. Vgl. Harrison et al. (2002, S. 130 ff.).

  8. Vgl. Jackson et al. (2003, S. 814 ff.).

  9. Vgl. Krajweski und Schröder (2008).

  10. Vgl. Krajweski und Schröder (2008).

  11. Vgl. Jackson et al. (2003, S. 804).

  12. Vgl. Van Knippenberg und Schippers (2007).

  13. Vgl. Chhokar (2003).

  14. Vgl. Harrison und Klein (2007, S. 1200).

  15. Vgl. Harrison und Klein (2007, S. 1203).

  16. Vgl. Konrad und Linnehan (1995).

  17. Vgl. Kumar und George (2009).

  18. Vgl. Kumar und George (2009).

  19. Vgl. Gebert et al. (2011).

  20. Vgl. Gläser und Laudel (2009).

  21. Vgl. Menon (2010).

  22. Vgl. Menon (2010).

  23. Vgl. mündliche Auskunft des Office of the Director for Public Instruction.

  24. Vgl. mündliche Auskunft des Office of the Director for Public Instruction.

  25. Vgl. mündliche Auskunft des Office of the Director for Public Instruction.

  26. Vgl. Kumar und George (2009).

  27. Vgl. Kumar und George (2009).

  28. Vgl. The Hindu (2009).

  29. Vgl. The Hindu (2006).

  30. Vgl. Devika (2008).

  31. Vgl. Jansamachar.net (2009).

  32. Vgl. Jansamachar.net (2009).

  33. Vgl. Census (2011).

  34. Vgl. Menon (2010).

  35. Vgl. Menon (2010).

  36. Vgl. Das (2003); Kumar und George (2009).

  37. Vgl. Burrell (1984).

  38. Vgl. Vidaillet (2007).

  39. Vgl. Sievers und Merski (2006).

  40. Vgl. Krajewski und Schröder (2008).

  41. Vgl. Kakar und Kakar (2007); Michael (2009).

  42. Vgl. Chhokar (2003).

  43. Vgl. Shah et al. (2006); Gorringe (2005).

  44. Vgl. Chhokar (2003).

  45. Vgl. Kumar und George (2009).

  46. Vgl. Kumar und George (2009).

  47. Vgl. Chhokar (2003).

  48. Vgl. Chhokar (2003).

  49. Vgl. Ruback und Singh (2008).

  50. Vgl. Lobo (2002, S. 115 ff.).

  51. Vgl. Menon (2010).

  52. Vgl. Kumar und George (2009).

  53. Vgl. Census (2011).

  54. Vgl. India.gov.in (2009).

  55. Vgl. Menon (2010).

  56. Vgl. Das (2003, S. 3234 f.).

  57. Vgl. Devika (2008); Wellman und Tokuno (2004).

  58. Vgl. Jehn (1995).

  59. Vgl. Oakes et al. (1994).

  60. Vgl. Brewer und Brown (1998).

  61. Vgl. Simons und Peterson (2000, S. 108).

  62. Vgl. Jehn (1995).

  63. Vgl. Mooney et al. (2007, S. 733 ff.).

  64. Vgl. Pruitt und Kim (2004).

  65. Vgl. Verkuyten (2005), 129; Wolsko et al. (2006, S. 301).

  66. Vgl. Tajfel (1981).

  67. Vgl. Wellman und Tokuno (2004, S. 292 ff.).

  68. Vgl. Beyer (2003, S. 336 f.).

  69. Vgl. Tajfel (1981).

  70. Vgl. Wuthnow (2007).

  71. Vgl. Wuthnow (2007).

  72. Vgl. Devika (2008).

  73. Vgl. Wuthnow (2007).

  74. Vgl. Blau (1977).

  75. Vgl. Jehn (1995)

  76. Vgl. Jehn und Mannix (2001).

  77. Vgl. Brislin (1980).

  78. Vgl. James et al. (1984, S. 874 ff.).

  79. Vgl. Bliese (2000).

  80. Vgl. Bantel und Jackson (1989).

  81. Vgl. Milliken und Martins (1996).

  82. Vgl. Harrison und Klein (2007).

  83. Für die Modelle 2,4,5 und 6 schwanken die Variance Inflation Factors zwischen 1.087 und 1.231.

  84. Vgl. Van Knippenberg und Schippers (2007, S. 515 ff.).

  85. Vgl. Harrison et al. (2002, S. 1029 ff.).

  86. Vgl. Gersick (1991).

  87. Vgl. Behar et al. (2008).

  88. Vgl. De Dreu und Weingart (2003); Mooney et al. (2007, S. 736 ff.).

  89. Vgl. Behar et al. (2008).

  90. Vgl. Harrison et al. (2002, S. 1030 ff.).

  91. Vgl. Pelled (1996, S. 615 ff.).

  92. Vgl. Nisbett (2009).

  93. Vgl. Vidaillet (2007).

  94. Vgl. Konrad und Linnehan (1995); Krell et al. (2007).

  95. Vgl. Dougherty (2001, S. 613).

  96. Vgl. Dougherty (2001, S. 613).

  97. Vgl. De Dreu und Weingart (2003).

  98. Vgl. Gebert (2004, S. 418 f.).

  99. Vgl. Kane et al. (2005).

  100. Vgl. Schippers et al. (2003, S. 799).

  101. Vgl. Kearney und Gebert (2009); Hüttermann und Boerner (in Druck).

  102. Vgl. Simons und Peterson (2000, S. 107).

  103. Vgl. Harrison et al. (2006).

  104. Vgl. Harrison et al. (2006, S. 1014).

  105. Vgl. Harrison et al. (2006, S. 1030).

  106. Vgl. Cropanzano und Stein (2009).

  107. Vgl. Krajweski und Schröder (2008).

  108. Vgl. Krajweski und Schröder (2008).

  109. Vgl. Wuthnow (2007); Gebert und Kearney (2010).

  110. Vgl. Stevens et al. (2008, S. 120 ff.).

  111. Vgl. Wuthnow (2007).

  112. Vgl. Jackson et al. (2003, S. 809 ff.).

  113. Vgl. Stevens et al. (2008, S. 121 f.).

  114. Vgl. Verkuyten (2005); Wolsko et al. (2006).

  115. Vgl. Hogg und Terry (2000, S. 131 ff.).

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Authors and Affiliations

  1. School of Business, Renmin University of China, 100872 P. R., Beijing, China

    Diether Gebert

  2. Fachbereich Politik- und Verwaltungswissenschaft, Lehrstuhl für Management, insbes. Strategie und Führung, Universität Konstanz, Konstanz, Deutschland

    Sabine Boerner

  3. Indian Institute of Management Kozhikode (IIMK), Kozhikode, India

    Debabrata Chatterjee

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  1. Diether Gebert
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  2. Sabine Boerner
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  3. Debabrata Chatterjee
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Correspondence to Diether Gebert.

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Gebert, D., Boerner, S. & Chatterjee, D. Diversity – diskutieren oder tabuisieren? Eine explorative Studie in Indien. Z Manag 6, 287–314 (2011). https://doi.org/10.1007/s12354-011-0147-z

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