The IRMA Community
Newsletters
Research IRM
Click a keyword to search titles using our InfoSci-OnDemand powered search:
|
The Case for Group Heterogeneity
Abstract
In this chapter, the case for group heterogeneity in organisations, from a gender perspective, will be put forward. The chapter will argue that diversity within top management teams (TMTs) and boards is necessary to ensure the proper functioning of the group decision-making process, and also to increase innovation across the firm. Whilst gender is not a dichotomous variable, females do bring a level of difference to any given group. For decision-making, this level of difference is critical to prevent groupthink, cascades and polarisation. The chapter will also argue that ‘diversity' cannot mean the ‘token' introduction of one female, rather, diversity is most valuable when equality is achieved. Given that incremental increases are associated with diversity for innovation, the chapter will also argue that equality leads to better innovation. Overall, the chapter will aim to demonstrate that group heterogeneity and gender diversity results in better decisions, better innovations, and better overall performance for organisations.
Related Content
|
Karleah Harris, Nikkita Jackson, Jonathan Trauth.
© 2024.
24 pages.
|
|
DuEwa M. Frazier.
© 2024.
25 pages.
|
|
Nick Seifert.
© 2024.
22 pages.
|
|
Wyletta S. Gamble-Lomax.
© 2024.
22 pages.
|
|
Rondrea Danielle Mathis.
© 2024.
27 pages.
|
|
Surjit Singha.
© 2024.
26 pages.
|
|
Catherine Saunders.
© 2024.
21 pages.
|
|
|