Social Categorization Theory

Abstract

This paper’s aim is to study ethnic diversity and its possible manifestations in the workplace while encompassing three approaches: cultural, socio-psychological, and contextual. These approaches will operate within the frameworks of Acculturation Orientation, IAM Model, Cultural Values, Organization Culture and personal culture as well as Social Identity Theory, Social Categorization Theory, Similarity-Attraction Theory, and Information and Decision Making Theory. Outline

1. Introduction

1.1. Acculturation.

1.2. Intergroup Work Relations.

2. Cultural Approach to Ethnic Diversity in Organizations.

2.1. Acculturation Orientation.

2.2. IAM Model.

2.3. Cultural Values.

2.4. Organizational Values.

3. Socio-Psychological Approach

The first definition of acculturation was offered by Redfield, Linton, and 18 Ethnic Diversity at Work Herskovits (1936; p. 149): “Acculturation comprehends those phenomena, which result when groups of individuals having different cultures come into continuous first-hand contact, with subsequent changes in the original cultural patterns of either or both groups.” Today, the most frequently used model to conceptualize acculturation is Berry’s two dimensional acculturation model (Van De Vijver & Phalet, 2004). Now according to this model, immigrant groups may engage in four acculturation strategies based on two dimensions: culture adaptation and culture maintenance. The first dimension refers to the degree to which immigrants are willing to adapt to the dominant culture of the “new” society. The second dimension refers to the degree to which immigrants want to maintain their own ethnic culture in the host society. Based on these dimensions, Berry distinguishes between four possible acculturation orientations. Integration is defined by a positive orientation towards culture adaptation and culture maintenance, whereas marginalization is defined by negative orientation towards the two domains. A positive orientation towards culture adaptation and a negative orientation towards culture maintenance are referred to as assimilation, whereas the reverse defines separation. Interestingly, research has shown that variations in

The quality of decision making depends on the unique and useful information a person has, as well as on the openness of the group to discuss these new insights. Unfortunately, individuals are more likely to base their decisions on shared information, that is, information that is collectively held by other group members (Stasser, 1992). In this way, unique information is withheld, which lessens the probability of group members engaging in innovative debates that create unique and high quality ideas or solutions. Decision-making theorists argue that diversity can have positive effects on group performances, because diversity increases variation in terms of information, abilities, and skills. Most organizational psychologists (Jehn, 1999; Jackson, Joshi, & Erhardt, 2003) argue that diversity in task-related characteristics such as particular skills, abilities, experience leads to better team