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dc.contributor.authorvan Cranenburgh, Katinka C.
dc.contributor.authorLiket, K.
dc.contributor.authorRoome (+), Nigel
dc.date.accessioned2017-12-02T14:43:03Z
dc.date.available2017-12-02T14:43:03Z
dc.date.issued2013
dc.identifier.urihttp://hdl.handle.net/20.500.12127/4593
dc.description.abstractIntergroup relations at work become more complex with the cultural diversification of societies. A diverse workforce can be at the same time a competitive advantage and a source of internal organizational conflicts. Therefore, it is important to know the conditions that link intergroup contact to the emergence of an inclusive organizational culture. This case study proposes a model of intergroup contact that focuses on individual factors amenable to change. Therefore, we propose that ethnocultural empathy is the mediator that explains how contact leads to increased positive diversity-related attitudes and reduced negative diversity-related attitudes. Our case study focuses on the middle and higher management (147 respondents) of a Dutch organization which faces a problem with the promotion of ethnic minority employees. The data shows that ethnocultural empathy is a mediator in the relation between intergroup contact and positive attitudes towards diversity, but not negative ones. Hence, our findings suggest that while empathy can trigger more
dc.language.isoen
dc.subjectCorporate Responsibility
dc.subjectSocial Activism
dc.subjectCybernetic Model
dc.subjectDynamic Interactions and Responses
dc.subjectOutcomes
dc.titleManagement responses to social activism in an era of corporate responsibility: a case study
dc.identifier.journalJournal of Business Ethics
dc.source.volume118
dc.source.issue3 (December)
dc.source.beginpage497
dc.source.endpage513
vlerick.knowledgedomainGovernance & Ethics
vlerick.typearticleFT ranked journal article  
vlerick.vlerickdepartmentEGS
dc.identifier.vperid162197
dc.identifier.vperid84174
dc.identifier.vperid127039
dc.identifier.vpubid5468


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