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AbstractThis paper examines existing theory for understanding diversity in teams and offers propositions consistent with a unique dissimilarity–attraction framework. Prior relational demography research is examined and collective findings are used to purport this new direction for the field. Given current organizational and societal norms that emphasize a shift to a more proactive approach to diversity and inclusion, dissimilarity itself is suggested to signal positive cues for social identification and initial attraction among team members. The analyses may offer new approaches for framing hypotheses in relational demography research. Practical implications for management hinge on the notion that an understanding of these processes can have real and substantial impacts on team dynamics and associated competitive advantage. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.

One of the primary responsibilities of a board of directors is to assess management practices and to make sure that the organization is being run in a fashion that is consistent with the interests of shareholders. This responsibility becomes especially important when the firm is performing suboptimally. The current paper integrates corporate governance theory with attribution theory to examine the processes by which board members attribute poor firm performance to either external or internal causes. A framework is presented that suggests that inside directors and outside directors differ significantly in the constraints they face and in the ultimate attributions they make. Facing primarily social constraints, such as loyalty to the CEO and fear of retaliation, inside directors are more likely to consistently attribute poor performance to industry or environmental factors, as opposed to top management. Facing primarily cognitive constraints, outside directors will use specific informational cues to attribute poor performance either to industry/environmental factors or to top management. Implications and suggestions for future research are provided.

AbstractThis study examines the link between supervisor‐subordinate dissimilarity and associated perceptions of discrimination and exclusionary treatment. Using a sample of 1,059 employees from a large Southeastern insurance company, we examined age, race, and gender dissimilarity as predictors of perceived discrimination, supervisory support, and leader‐member exchange. In addition, we examined supervisor liking/attraction and status of affiliation with supervisor as intervening variables. Race dissimilarity related positively to perceptions of discrimination and exclusionary treatment, mediated by both supervisor liking and status. Effects for age and gender dissimilarity were nonsignificant. We discuss the importance of these findings for understanding and managing dyadic relationships at work. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.

Cross-cultural studies that use self-report instruments can present researchers with a variety of challenges. This article reviews the organizational research literature between the years of 1995 and 2001 to identify common practices prevalent in this type of research. Key methodological issues are examined within the context of a three-stage framework: (a) the development of the research question, (b) the alignment of the research contexts, and (c) the validation of the research instruments. This examination serves as a basis for the identification of best-practice recommendations for cross-cultural researchers.

Relational demography research has its roots in social identity theory. However, prior research has not directly tested the effects of the two primary motives of social identification; uncertainty reduction and status enhancement. In this study, we examined the moderating effects of these motives on the relationship between demographic similarity and individuals' affective reactions toward their work group. Uncertainty reduction, which we operationalized as self-continuity, moderated the relationship between race similarity and cohesiveness. In addition, status enhancement moderated both race and gender similarity effects on the group outcomes. We discuss implications of our findings for theory and research.

Purpose
Recent research along with anecdotal evidence suggests that exercise may play a role in mitigating perceptions of work-family conflict (WFC). However, the temporal effects related to this relationship have been ignored. The purpose of this paper is to address this issue by testing for the effects of acute and long-term exercise on the work-family interface.


Design/methodology/approach
Employed females (N=46) were randomly assigned to a treatment (exercise) or control group (no exercise) and data were gathered at three points in time, over four weeks. Linear Mixed Model processes were conducted.


Findings
The authors found that there is a statistically significant long-term exercise effect on strain-based work interference with family and family interference with work.


Research limitations/implications
The sample was restricted to sedentary females, was predominantly white/Caucasian, and held white-collar jobs, limiting the generalizability of the findings.


Practical implications
Results from the current study suggest that exercise assists individuals in managing the work-family interface. While this is not a broad-sweeping call for all employers to offer on-site exercise facilities, the authors suggest that employers consider offering accommodations to individuals seeking to utilize exercise as a way to reduce WFC and general stress.


Originality/value
This is the first empirical study that examines the temporal impact of exercise on the work-family interface.