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Most cited

This page lists all time most cited articles for this title. Please use the publication date filters on the left if you would like to restrict this list to recently published content, for example to articles published in the last three years. The number of times each article was cited is displayed to the right of its title and can be clicked to access a list of all titles this article has been cited by.

Contents

Page 61 of 63

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  • The potential of fostering connections: Insights into polycultural organizations

  • Marcus A. Valenzuela, Allan B. I. Bernardo
  • Published online by Cambridge University Press:
    09 May 2023, pp. 378-397

  • Diversity in organizations is a recurring and increasing reality of vast importance. The diversity management literature describes different types of organizations based on their treatment and management of diversity, including plural and multicultural organizations. However, recent research suggests the added value of considering polycultural organizations in diversity management. Based on a polycultural ideology that sees values, traditions, and norms inherently and dynamically intertwined and mixed, polycultural organizations emphasize the value for and “connectedness” to diversity among organizational members. Contributing to the diversity management literature, this paper conceptually describes and compares polycultural organizations with other types of organizations in the diversity management literature. It argues the potential benefit of including a polycultural ideology to current perspectives in diversity management to further advance our understanding of how diversity can be effectively managed in organizations. Additionally, practice implications and strategies to foster polycultural organizations are provided.

  • Cited by 1
  • Cited by 1

  • Bridging Individual and Social-Structural Perspectives

  • Kristi Lavigne, Rachel Rauvola
  • Published online by Cambridge University Press:
    19 June 2018, pp. 331-334
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  • A paradigm shift toward a social-structural perspective may provide a better understanding of the gender inequity in STEM fields than its predecessor, but this perspective falls prey to the focal article authors’ (Miner et al., 2018) own criticisms: It offers an incomplete account of the phenomenon of interest. We argue that a multilevel systems perspective is the most appropriate approach when trying to understand any issue, especially an issue as dense as gender inequity in STEM. A deliberate effort to understand this phenomenon dynamically across levels and time can expand the scope of industrial and organizational (I-O) psychologists’ influence and can better protect us against interventions that result in unintended, adverse outcomes. Below, we discuss the importance of looking across multiple levels simultaneously to understand the temporal and interactional nature of individual and social-structural constructs. Without this depth of understanding, a disruption of the current structure may lead to an unstable, or unanticipated, new structure.

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  • Being Competitive in the Talent Management Space

  • Benjamin Schneider
  • Published online by Cambridge University Press:
    19 June 2018, pp. 231-236
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  • I have three issues I would like to add to Rotolo et al.’s (2018) arguments for research foci and with which academics must be concerned as we move forward. We must pay attention to all of what Rotolo et al. said plus at least my three additions if we are to compete with other fields playing in the talent management (TM) space. First, I will argue we have become overly concerned in our refereed outlets with theory to the detriment of validity against important organizational outcomes. Second, I will note that industrial and organizational (I-O) psychology has become fixated on individuals and their differences to the almost literal exclusion of research on the psychology of organizational phenomena. Third, I will present an argument for research on reciprocal relationships—on organizations as real systems—in an attempt to counter the left-to-right thinking in all of our research models.

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  • Time To Change the Bathwater: Correcting Misconceptions About Performance Ratings

  • C. Allen Gorman, Christopher J. L. Cunningham, Shawn M. Bergman, John P. Meriac
  • Published online by Cambridge University Press:
    04 July 2016, pp. 314-322

  • Recent commentary has suggested that performance management (PM) is fundamentally “broken,” with negative feelings from managers and employees toward the process at an all-time high (Pulakos, Hanson, Arad, & Moye, 2015; Pulakos & O'Leary, 2011). In response, some high-profile organizations have decided to eliminate performance ratings altogether as a solution to the growing disenchantment. Adler et al. (2016) offer arguments both in support of and against eliminating performance ratings in organizations. Although both sides of the debate in the focal article make some strong arguments both for and against utilizing performance ratings in organizations, we believe there continue to be misunderstandings, mischaracterizations, and misinformation with respect to some of the measurement issues in PM. We offer the following commentary not to persuade readers to adopt one particular side over another but as a call to critically reconsider and reevaluate some of the assumptions underlying measurement issues in PM and to dispel some of the pervasive beliefs throughout the performance rating literature.

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  • I–O Psychology and Intelligence: A Starting Point Established

  • Paul J. Hanges, Charles A. Scherbaum, Harold W. Goldstein, Rachel Ryan, Kenneth P. Yusko
  • Published online by Cambridge University Press:
    07 January 2015, pp. 189-195

  • The goal of our focal article was to initiate a conversation on how I–O psychology can reengage in research on intelligence. We are encouraged by the ways in which the commentators have furthered this conversation. We discuss 4 overarching themes in the set of commentaries: the extent that I–O psychology is contributing to the intelligence field, outsiders' impressions of I–O psychology's contributions to intelligence research, ways I–O psychology can contribute to intelligence research, and ideas about what prevents us from doing this research. We hope this collection of articles serves to truly ignite research by our field on this critical construct.

  • Cited by 1

  • Embracing the “Two-Body Problem”: The Case of Partnered Academics

  • Cynthia D. Fisher
  • Published online by Cambridge University Press:
    21 April 2015, pp. 13-18

  • The focal article has given examples of children, other relatives, and friends as potential beneficiaries of preferential treatment and has discussed the counterbalancing likelihood of organizational gain from (properly) employing individuals who already share social connections. Surprisingly, there is minimal mention of spouses or domestic partners. From the 1970s through the 1990s, a number of articles were published on the legal and practical issues of applying antinepotism policies to spouses, but since 2000, the literature has been almost entirely silent. This is surprising given that, in 2013, the Bureau of Labor Statistics reported that 47.4% of U.S. families involve husbands and wives who both work.

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  • Using Funds of Knowledge to Address Diversity Issues in STEM

  • Wendy Jackeline Torres, Jacqueline M. Gilberto, Margaret E. Beier
  • Published online by Cambridge University Press:
    19 June 2018, pp. 335-339
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  • Miner et al. (2018) call for industrial and organizational (I-O) psychologists to examine the societal structures that influence women's underrepresentation in STEM. Here we extend their ideas and suggest that diversity in STEM would benefit from considering how people develop within the context of their environment. Educational researchers refer to the knowledge people develop through daily experiences with their cultural milieu as funds of knowledge. Funds of knowledge essentially represent a person's expertise, and educational researchers have recognized that designing environments that draw from expertise facilitates success for students, including women and underrepresented minorities in STEM.

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  • I-O Psychology Has an Important Role to Play in Gender Differences in Negotiation

  • Chelsea D. Hightower, John-Luke McCord, Michael Hay, Brian G. Doyle, Jason L. Harman
  • Published online by Cambridge University Press:
    20 September 2018, pp. 398-403

  • A major goal of Gardner, Ryan, and Snoeyink (2018) was to determine what steps are needed moving forward in examining gender representation in industrial and organizational (I-O) psychology. Specifically, on the topic of pay differences, we highlight that gender differences in pay are in part due to differences in negotiation behaviors and/or experiences. Prior research demonstrates that female negotiators receive greater backlash than male negotiators—a possible explanation to why men tend to negotiate more often and more successfully than women (Bowles, Babcock, & Lai, 2007). Based on this evidence, one next step in moving forward should involve providing resources and knowledge to improve negotiation skills and practices specifically aimed at eliminating differences between women and men in both propensity to negotiate and the evaluation/consequences of negotiating.

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