Beneath the surface: Resistance to diversity, equity, and inclusion (DEI) initiatives in organizations.

Diversity, Equity, and Inclusion (DEI) initiatives are widely adopted by organizations to improve work conditions and career outcomes for disadvantaged groups, yet they often struggle with achieving sustainable change. This paper examines employee resistance as a barrier to DEI initiatives' success. We review the literature on the conceptualization and study of resistance to DEI initiatives, and offer recommendations for future research.

How team averages in authentic living and perspective-taking personalities relate to team information elaboration and team performance.

Is it wise to be authentic, that is, to express your inner thoughts and feelings, in a team context? Although authenticity can be argued to benefit teamwork as authentic team members contribute their unique perspectives, it can also hinder teamwork if those unique perspectives are not heard and integrated. Using theory on groups as information processors, we propose that when team members both contribute their own unique perspectives (team mean authentic living), and try to understand each other's contributions (team mean perspective taking), a process of information elaboration occurs at the team level, which in turn leads to team performance. Study 1 tested these assumptions in 67 teams of students ( = 247), whereas Study 2 used 37 teams of employees ( = 194).

Fostering team creativity: perspective taking as key to unlocking diversity's potential.

Despite the clear importance of team creativity for organizations, the conditions that foster it are not very well understood. Even though diversity, especially diversity of perspectives and knowledge, is frequently argued to stimulate higher creativity in teams, empirical findings on this relationship remain inconsistent. We have developed a theoretical model in which the effect of a team's diversity on its creativity is moderated by the degree to which team members engage in perspective taking.