A social trap analysis of the management of diversity

Article Abstract:

Social trap theory is the basis for an analysis of how management initiatives influence diversity-related outcomes within work organizations. Social traps are situations where decision problems involve conflicts between individual or near-term outcomes and collective or long-term consequences. The management of diversity is conceptualized in terms of the social traps created by workplace diversity issues. A social trap model is proposed that (a) identifies the defining attributes of social traps in diversity contexts, (b) links human resource initiatives with a taxonomy of social trap solutions, (c) explores the efficacy of these solutions for altering the dynamics of social traps, and (d) examines the influence of changes in trap dynamics on an organization's diversity climate. We discuss the contribution and implications of a social trap approach to diversity and outline a research agenda for the model. (Reprinted by permission of the publisher.)

Management, Human resource management, Workplace multiculturalism, Workplace diversity

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The medium and the message: The adaptive use of communication media in dyadic influence

Article Abstract:

A dynamic theory of media adaptation in dyadic influence is articulated. The key underlying attributes of media is identified and how individuals enact and regulate these features to use media adaptively within influence situations is discussed.

Management-Communications, Evaluation, Interpersonal communication, Organizational communication

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Stakeholder influence capacity and the variability of financial returns to corporate social responsibility

Article Abstract:

The concept of the business case for corporate social responsibility is explained on the basis of stakeholder influence capacity and the effect of this on the financial performance of firms is presented.

Public affairs, Social aspects, Corporations, Corporate social responsibility, Corporate finance, Stakeholders

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