In the last decades diversity and its management has become a feature of modern and postmodern organizations. Different practices have spread around the globe focusing on the organizing and management of inclusion and exclusion of persons and identities based on different genders, sexual orientations, racial and ethnic backgrounds, ages, and (dis)abilities as well as religious beliefs. However, although increasingly recognized as important, the discourses of diversity are multifaceted and not without controversy. Furthermore, diversity management practices have the potential to reproduce both inclusion and exclusion. The book presents the foundations of organizing and managing diversities, offers multidisciplinary, intersectional and critical analyses on key issues, and opens up fresh perspectives in order to advance the diversity debate. It also inspires new debates on diversity by encouraging scholars to broaden their research agendas and assists students and scholars to increase their understanding of the field and its current discussions. The contributors are a team of leading diversity scholars from all over the world.

Greater workforce diversity and business trends make the management of such diversity an important challenge for organizational leaders. The Oxford Handbook of Diversity and Work offers a comprehensive review of current theory and research and stimulates thoughtful and provocative conversation about future study of diversity in the workplace.

Description of the foundations of organizing and managing diversities, and multidisciplinary, intersectional and critical analyses on key issues.

Individual differences represent one of the oldest research areas within psychology and serve as the 'nature' component critical for understanding human behaviour. This domain's constructs have long been applied in organizational spheres, including organizational behaviour, organizational psychology, managerial psychology, personnel psychology, leadership, and management. As a result, there exists a vast body of literature exploring the role of individual differences in organizational settings. The Oxford Handbook of Individual Differences in Organizational Contexts reviews the individual differences, paying attention both to psychological differences (e.g., personality traits, dark personality traits, intelligence types, self-monitoring, chronic regulatory focus) and biological/physiological differences (e.g., sex, age, facial morphology, genetic differences, neurological differences). In doing so, it serves two purposes. First, it aims to help decrease fragmentation in the field, and facilitate discussions among different streams of research within this literature. Secondly, it aims to render this literature more accessible to academics and students wishing to deepen their understanding of individual differences. Comprising twenty-six chapters authored by fifty-seven esteemed academics, this book facilitates readers in comprehending the key findings, questions, and future research areas of individual differences research in organizational contexts. This book can be of interest also to practitioners that need a deep understanding of individual differences, such as HR managers and recruiters.

Thousands of employees begin new jobs each year. What can organizations and individuals do to jump start the process of learning and building connections? The Oxford Handbook of Organizational Socialization provides cutting edge reviews of the research and practice of organizational socialization as well as necessary future directions for this field.

Groups and organizations vary dramatically in their ability to learn. Some acquire substantial knowledge as a function of experience, while others do not. In groups, learning can occur at the level of the individual member and/or the group as a whole. In organizations, learning can occur at both of these levels as well as that of the wider collective. Besides varying in the amount and kind of information they acquire, groups and organizations also vary regarding their success in retaining knowledge and transferring it to other units. In general, groups and organizations that are proficient in acquiring, retaining, and transfering knowledge are more productive and more enduring than their less able counterparts. The goal of this handbook is to bring together cutting-edge theoretical and empirical work on group and organizational learning by leading scholars from several disciplines. Because many of the same processes influence learning in groups and organizations, including both kinds of learning in the same volume has the potential to facilitate the integration of knowledge and the cross-fertilization of ideas. These benefits are reciprocal, in that research at the group level can shed light on how organizations learn whereas research at the organizational level can illuminate how groups learn. By clarifying similarities and differences in the processes that underlie learning in groups and organizations, the handbook advances understanding of the causes and consequences of learning in collectives of varying size and complexity.

As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.

In recent years scholars and practitioners have increasingly recognized that human resource management (HRM) has paid insufficient attention to the impact of context. While research has been devoted to examining the impact of national context on HRM systems, this literature has been largely separate from that focused on other levels of context affecting organizational choices in HRM strategies, such as the impact of the organizational environment, industry sector, occupation or workforce characteristics. In addition, research has tended to consider elements of context in isolation rather than considering its impact at different levels. The goal of The Oxford Handbook of Contextual Approaches to Human Resource Management is to provide a more holistic approach to developing a contextual understanding of HRM. This Handbook offers a comprehensive understanding of the influence of contextual characteristics on the design and implementation of HRM systems. Rather than focusing on a single level or approach to examining context, the Handbook provides both conceptual and empirical analyses of different elements of context using a range of different lenses and measures. In order to explore the influence of contextual factors at multiple levels, the volume assembles a range of detailed accounts of how context affects the design, implementation and impact of HRM activities.

Presents cutting-edge theories and research from leading scholars on how to understand and manage organization change initiatives. Advances our understanding of change and innovation by establishing connections among theories from different fields and research traditions and by introducing new lines of inquiry. Organized around major models of organizational change to examine specific process theories and explore important extensions to these theories that have emerged over the past 25 years

Although creativity is often considered an individual ability or activity, innovation in teams and organizations involves collaboration of people with diverse perspectives, knowledge, and skills. The effective development of collaborative innovations and solutions to problems is critical to the success of teams and organizations, but research has also demonstrated many factors which tend to limit the effectiveness of collaborative innovation of groups and teams. This volume highlights recent theoretical, empirical, and practical developments that provide a solid basis for the practice of collaborative innovation and future research. It draws from a broad range of research perspectives including cognition, social influence, groups, teams, creativity, communication, networks, information systems, organizational psychology, engineering, computer science, and the arts. This volume is an important source of information for students, scholars, practitioners, and others interested in understanding the complexity of the group creative process and tapping the creative potential of groups and teams.