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Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management

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  • Ali, Muhammad
  • Konrad, Alison M.

Abstract

Strategic human resource management theory suggests that diversity and equality management (DEM) systems provide a firm with a competitive advantage, leading to superior performance. This study proposes and tests a moderated mediation model focusing on antecedents (i.e. top management team gender diversity) and consequences (i.e. performance) of DEM systems in the context of lower through middle management (LTMM) gender diversity. The model was tested in 248 medium-to large-sized organizations using time-lagged survey and archival data. The findings provide full support for the hypothesis that a gender-diverse top management team is positively associated with DEM systems. The results provide partial support for the following hypotheses: DEM systems are positively associated with performance and this relationship is moderated by LTMM gender diversity; and DEM systems mediate the relationship between TMT gender diversity and performance. We discuss theoretical, research and practical implications.

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  • Ali, Muhammad & Konrad, Alison M., 2017. "Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management," European Management Journal, Elsevier, vol. 35(4), pages 440-453.
    • Handle: RePEc:eee:eurman:v:35:y:2017:i:4:p:440-453
    DOI: 10.1016/j.emj.2017.02.002
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    Cited by:

    1. Bignya Patnaik & Mahendra Kumar Shukla, 2021. "Diversity and Equality Management System and Perceived Organisational Performance: A Mediating Role of Organisational Citizenship Behaviour," Business Perspectives and Research, , vol. 9(2), pages 215-234, May.
    2. Schoen, Constantin & Rost, Katja, 2021. "What really works?! Evaluating the effectiveness of practices to increase the managerial diversity of women and minorities," European Management Journal, Elsevier, vol. 39(1), pages 95-108.
    3. Marzena Baker & Muhammad Ali & Erica French, 2019. "Effectiveness of gender equality initiatives in project-based organizations in Australia," Australian Journal of Management, Australian School of Business, vol. 44(3), pages 425-442, August.
    4. David M. Gligor & Millorad Novicevic & Javad Feizabadi & Andrew Stapleton, 2021. "Examining investor reactions to appointments of Black top management executives and CEOs," Strategic Management Journal, Wiley Blackwell, vol. 42(10), pages 1939-1959, October.
    5. Weili Huang, 2021. "Threshold effect of gender composition in the top management team on firm innovation: New evidence from China," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 42(3), pages 551-563, April.
    6. René P. Orij & Saif Rehman & Hashim Khan & Faisal Khan, 2021. "Is CSR the new competitive environment for CEOs? The association between CEO turnover, corporate social responsibility and board gender diversity: Asian evidence," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(2), pages 731-747, March.
    7. Elena Meliá-Martí & Guillermina Tormo-Carbó & Juan Francisco Juliá-Igual, 2020. "Does Gender Diversity Affect Performance in Agri-Food Cooperatives? A Moderated Model," Sustainability, MDPI, vol. 12(16), pages 1-27, August.
    8. Sandrine Frémeaux, 2020. "A Common Good Perspective on Diversity," Post-Print hal-03232779, HAL.

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