A Social Trap Analysis of the Management of Diversity

Bruce Barry · Thomas S. Bateman

80 citations0/0 files storedAcademy of Management Review

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Gender Diversity and Inequality Job Satisfaction and Organizational Behavior Team Dynamics and Performance

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.

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References

1991The theory of planned behavior 1954Nature of Prejudice 2004The Social Identity Theory of Intergroup Behavior 1966The Logic of Collective Action.1984Research in Organizational Behavior 1986Psychology of intergroup relations 1964Work and motivation 1989Social Identity Theory and the Organization

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