Despite the proliferation of a sizeable stream of management literature studying the relationship between strategic leader diversity (such as gender, race and age) and organizational diversity outcomes, the findings remain inconclusive and divided with regard to the nature of the relationship. To address this concern, we perform a systematic literature review of empirical research testing this relationship in management journals. In our review, we summarize and integrate extant empirical and theoretical research on the connection between strategic leader diversity and organizational diversity outcomes, provide a comprehensive, multilevel theoretical model based on past research and suggest unconventional insights to guide future management scholars. Our integrative review identifies important core theories and perspectives connecting these two literatures, such as social identity, critical mass, tokenism and inter-group relations. We organize the key findings emerging from this integration into four prominent themes (critical impact areas, critical enablers or inhibitors, critical theoretical underpinnings and scope of impact) to provide a novel insight into this stream of research. Finally, we offer several avenues for future research to scholars from management and social sciences disciplines to address some pertinent gaps identified in this literature.

While scholarly research on the relationship between female board representation and strategic decision-making has gained momentum, employee policy outcomes have remained relatively understudied. Integrating theory from the ethics of care perspective with research on the glass ceiling and workplace voice, we seek to understand the circumstances under which female directors influence policy changes for firm employees. We argue that firms with increasing female board representation are more likely to enact human capital development policies benefiting firm employees. However, this positive relationship will ultimately diminish as boards accrue an increasing number of female directors. We further predict that the presence of a female leader at the firm (serving in the role of either the CEO or the board chair) will moderate this diminishing effect. Using a sample of S P 1500 firms, we find support for our hypotheses. The findings from this study provide evidence that while female board representation is positively related to human capital development policies, this effect is nuanced and impacted by the presence of female leadership at the top of organizations. Our paper extends existing research on the nature of female directors’ influence on ethical decisions, emphasizing the impact of these directors on employees.

This symposium discusses the perpetuation of societal defaults—assumptions favoring the majority category as opposed to specified linguistics which explicitly state the category—and how they maintain systems of structural inequality. The fist presentation articulates the process through which linguistics constructively influence the default understanding of various identities in the workplace. The second presentation dives deeper into linguistic default assumptions that affect marginalized individuals by examining the affects of pronoun signposting during the hiring process. The third presentation expounds upon the minority/ally relationship by quantitatively exploring factors critical to its existence and communication of minority identity to allies. In the third presentation, a comprehensive framework on workplace allies elucidates factors preventing allyship and teases out the underlying mechanisms leading to stronger relationships between stigmatized employees (such as LGB employees) and their allies (heterosexual employees). The fourth presentation involves an intervention study looking at how diversity, equity, and inclusion (DEI) initiatives can influence dominant employees (e.g., whites, men) to change their default understanding of their membership to a privileged social identity group. Finally, the last presentation qualitatively explores alternatives to the default professional image and formulates definitions of Hood culture, Hood identity, and its presence in the workplace. This symposium speaks to a variety of stigmatized groups, not fully embraced by organizations, and argues that their inclusion into organizational norms is critical to advancing the DEI literature as a whole. Changing the Default Presenter: Ryan Scott Teschner; U. of Texas at Dallas

Most contemporary employers offer some policies to facilitate work–family (WF) balance for their employees. However, do the policies designed to help everyone suffice for unique employees with stigmatized social identities and non-traditional family structures? We conceptualize stigmatized family identity (SFI) to provide key insights on distinct WF issues experienced by such employees, and potential solutions in the form of person-specific work arrangements called idiosyncratic deals (i-deals). First, we define the construct of SFI, and exemplify its different types arising from the intersection of sexual orientation/gender identity/race and a non-traditional family structure. Second, we integrate literatures on WF and stigma to theorize the broad spectrum of WF issues and ensuing effects on job outcomes of employees with SFIs. Finally, we advance theory by developing a multi-level framework highlighting the importance of flexibility i-deals for employees with SFIs. Our framework identifies boundary conditions at individual, team, and organizational levels that can encourage (or deter) such employees from seeking i-deals. In doing so, we also explore the importance of privilege when it comes to SFI employees seeking i-deals.

In this study, we focus on how female board representation impacts firm efficiency through the enactment of human capital development policies. Drawing upon upper echelons theory and the literatures on glass ceiling, human capital, and training and development, we argue that increasing female board representation will lead firms to improve human capital development policies, though this positive relationship will ultimately diminish as boards accrue greater levels of gender diversity. We further predict that these policies will translate into greater firm efficiency as well as mediate the relationship between female board representation and firm efficiency. Using a sample of S&P 1500 firms from 2007 to 2017, we find support for our hypotheses. Our findings provide evidence that female board representation alone may not translate into improved firm efficiency; rather, the unique perspective of female directors lead them to put in place human capital development policies that are beneficial for improved firm efficiency.

Given the growing corporate social responsibility (CSR) pressures to increase board gender diversity and the scrutiny afforded to firms that fail to appoint female directors, one may expect shareholders to vote with greater support for women (than for men) nominated to boards. However, diversity management research suggests that pressures to improve female representation in organizations and in leadership roles may also backfire. We propose a threat-contingency model of shareholder dissent against female director candidates to explain when shareholders will be more or less likely to dissent against female (relative to male) directors. Specifically, we advance CSR legitimacy threats and agency threats as conditions contextualizing shareholder dissent against female director candidates. Using a sample of 50,202 director elections at 1,104 public firms from 2003 to 2015, we find that female directors receive less dissent from shareholders; further, low female board representation intensifies this leniency as CSR legitimacy threats become more salient. However, when firm-related agency threats occur (e.g., firm underperformance and media controversies), shareholders’ leniency toward female director candidates dissipates, and when directors themselves present agency threats (e.g., director attendance problems and nonindependence), shareholders evaluate female directors more harshly than male directors. Underlining the relevance of our theory, our supplementary analyses show that shareholder dissent increases the probability of director turnover. These findings contribute to theory and research on women on boards, firm responses to institutional pressures, and shareholder dissent.

Drawing on the motivational hierarchy theory, the present research seeks to explore multiple motives underlying proactive personality and the moderation of team proactive personality differentiation. With a three-wave study among 496 employees from 65 teams, we found that individual proactive personality is positively related to individual knowledge sharing via organizational concern, whereas it is negatively related to knowledge sharing via impression management motive. Proactive personality differentiation strengthens the indirect effect of proactive personality on knowledge sharing via impression management motives and weakens the indirect effect via organizational concern. We further elaborate on the configuration of proactive personality differentiation and showed that the indirect effect via impression management motives is positive only in bimodal configuration, the indirect effect via prosocial motivation is significant only in minority configuration, and the indirect effect via organizational concern is significant only in the shared configuration. This research sheds light on the multiple motives behind proactive personality and the role of the magnitude and configurations of proactive personality differentiation in determining the motivational primacy.

Over the past few decades, research on the inclusion of employees with a disability has allowed for theoretical as well as practical contributions. A key focus of this research has been on how best to include (e.g., through accommodations, legislation) those with a disability in the workplace (Beatty, Baldridge, Boehm, Kulkarni, & Colella, 2019). While this research has alluded to the importance of allies and detractors in influencing workplace inclusion, this topic has not received as much research attention. Specifically, allies can support others through affording tangible help, support, defense from threats, and policy advocacy (Asta & Vacha-Haase, 2013; DiStefano, Croteau, Anderson, Kampa-Kokesch, & Bullard, 2000; Sabat et al., 2013; 2014). To address this important albeit under-researched area, this presenter symposium features five research papers by well-known disability scholars. Together, these studies summarized below, extend the boundaries of disability research by highlighting who can be an ally (e.g., internal stakeholders such as managers, external stakeholders such as vocational rehabilitation employees), when, and forms of help extended by such allies. Informal accommodations for employees with disabilities: i-deal or no i-deal? Presenter: Catherine Connelly; McMaster U. Presenter: Silvia Bonaccio; Telfer School of Management, U. of Ottawa Presenter: Ian R. Gellatly; U. of Alberta More than a pillar: When co-workers and supervisors become allies for persons with disabilities Presenter: Amit Jain; S P Jain Institute of Management and Research Presenter: Christoph Breier; U. of St. Gallen Presenter: Miriam Karin Baumgaertner; U. of St. Gallen Presenter: Stephan Alexander Boehm; U. of St. Gallen Allies as intermediaries: Strategies that promote hiring people with intellectual disabilities Presenter: Christine Nittrouer; U. of Houston, Downtown Presenter: Michelle Hebl; Rice U. Presenter: Eden King; Rice U. Enacting and slipping: Workplace behaviors of disability allies Presenter: John Lynch; U. of Illinois at Chicago Presenter: Arjun Mitra; California State U., Los Angeles Presenter: Haoying Xu; U. of Illinois at Chicago Workplace materiality as an ally or detractor Presenter: Koen Van Laer; Hasselt U. Presenter: Frederike Scholz; Hasselt U.

It is going to be 35 years since Hambrick and Mason conceptualized the role of executive background characteristics on organizational outcomes, through their seminal work ‘Upper Echelons Theory.’ However, when it comes to executives and/or directors, there is still limited understanding on how their experiences in non-work domains (such as personal life or family) impact their work performance, strategic decisions, and other organizational outcomes. For example, when Rupert Murdoch, Chairman and CEO of News Corp, announced that he and his wife Wendi of 14 years were filing for divorce, shares of News Corp traded 1.4 percent higher. As another example, Mark Zuckerberg, CEO of Facebook, and his wife Priscilla Chan pledged to use 99% of their Facebook stock, valued at around $45 billion, to further their philanthropic interests, when their daughter was born. Â In this symposium we are interested in understanding how members of an organization’s upper echelons manage their work-family interface. How do family roles and life events present them with unique challenges and opportunities for fulfilling their work role, advancing their careers, and shaping their organizations? What mechanisms link their non-work and work roles and experiences? Do these links differ based on their social identities? A theory of the WF interface at upper echelons Presenter: Arjun Mitra; U. of Illinois at Chicago Presenter: Corinne A. Post; Lehigh U. From pigtails to power suits: The impact of child gender on a CEO’s top management team composition Presenter: Gabriela Flores; The U. of Texas at El Paso Presenter: Maria Fernanda Wagstaff; The U. of Texas at El Paso Presenter: Hazel Nguyen; Southwestern U. Presenter: Christine Choirat; Harvard U. Marriage in family firms: The influence of owner-manager’s capital on firm performance Presenter: Xi Yang; U. of Texas Rio Grande Valley Presenter: Wanrong Hou; U. of Texas Rio Grande Valley Presenter: Sibin Wu; U. of Texas Rio Grande Valley Do female CEOs become more successful after a divorce? Presenter: Ipek Kocoglu; Stevens Institute of Technology

The impact of legislation on firm outcomes has captured both scholarly and practitioner attention in recent decades. Although legislation plays a significant role in influencing important firm outcomes, limited understanding exists on the nature of this relationship. In response to this phenomenon, we attempt to theorize and test the relationship between legislation and firm performance and the boundary conditions impacting the relationship. Using human capital theory, we first attempt to understand the role of state same-sex marriage legislation in influencing firm performance. Using the model of institutional racism, we then develop a framework to examine the role of cultural, occupational, and individual factors in shaping the effect of state same-sex marriage legislation on firm performance. Based on a sample of publicly traded U.S. firms, we conduct a differences-in-differences analysis to test and find support for our arguments. Keywords: Differences-in-differences; Human Capital; Institutional Racism; Legislation; Same-Sex Marriage

I conceptualize employee stigmatized family identities (SFIs) and provide key insights on work-family issues experienced by such employees, and how these issues can be overcome using person- specific work arrangements called idiosyncratic deals. First, I define SFI and classify the different types of such identities employees can have. Second, I integrate literature on work-family and stigma to theorize the broad spectrum of work-family issues encountered by employees with SFIs. I also outline the effect of SFIs on employees’ job outcomes. Finally, I advance theory by developing a multilevel framework highlighting the importance of idiosyncratic deals for employees with SFIs, along with identifying the boundary conditions at focal and team level that can motivate (or deter) such employees to seek idiosyncratic deals. Keywords: Idiosyncratic deals; i-deals; stigma, stigmatized family identity; work family.

While past research has examined the positive outcomes of serving culture in organizations from the lens of increased organizational identification of its employees, little is known about the mechanism through which this phenomenon takes place. I theorize employee perspective taking as a mechanism through which serving culture is transmitted into employees’ increased identification with the organization. Further, using person- organization fit theory, I theorize that employees high on communion make a better fit in organizations having a high serving culture which then leads to a stronger sense of organizational identification for these employees. I also theorize that employees high on agency make a poorer fit in organizations having a high serving culture which then leads to a weaker sense of organizational identification for these employees. Implications for future research are discussed. Keywords: Serving culture; Organizational identification; Perspective taking; Communion-Serving culture fit; Agency-Serving culture misfit

Despite persuasive investment rhetoric about benefits that accrue to firms with more female directors, women remain woefully underrepresented on boards. We identify two institutional logics about the place of women on boards that compete in the extent to which they posit women as belonging on boards: a dominant, “business case,” logic (women belong) and a latent, “think leader- think male,” logic (women don’t belong). We propose that uncertainty causes a switch from the business case to the think leader-think male logic in evaluations of women’s place on corporate boards. We test our predictions with data from shareholder votes on director elections. Using a sample of 50,850 director elections at 1,124 organizations over a period of 13 years, we find that female directors on average receive less dissent from shareholders and even less so when their board has fewer women, supporting our contention of a dominant business case logic around the place of women on boards. Supporting our contention that uncertainty triggers the competing think leader-think male logic, we also find that under conditions that create uncertainty (e.g., poor firm performance, problematic director board attendance, lengthy director board tenure) female directors receive more shareholder dissent than their male counterparts. Keywords: Female directors, Institutional logics, Shareholder dissent, Uncertainty

While much research has examined the gender-based pay gap in top management teams, little is known whether the gender composition of corporate boards influence the compensation received by female executives. Although researchers have argued in the past that females will favor other females due to demographic similarity and in-group favoritism, this may not necessarily hold true under certain contexts. We argue that female directors who serve on the compensation committee are less likely to support female executives when they experience an individual status threat due to a negative evaluation of their competence by proxy advisors. Further, female directors may also fall prey to “think leader, think male” stereotypes when they encounter an organizational status threat due to a decline in firm performance. Based on a sample of 882 publicly-traded U.S. firms, we find support for our arguments.

Over the past decade, the rapid evolution of social media has impacted the field of human resource management in numerous ways. In response, scholars and practitioners have sought to begin an investigation of the myriad of ways that social media impacts organizations. To date, research evidence on a range of HR-related topics are just beginning to emerge, but are scattered across a range of diverse literatures. The principal aim of this chapter is to review the current literature on the study of social media in HRM and to integrate these disparate emerging literatures. During our review, we discuss the existent research, describe the theoretical foundations of such work, and summarize key research findings and themes into a coherent social media framework relevant to HRM. Finally, we offer recommendations for future work that can enhance knowledge of social media's impact in organizations.