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• Article | Harvard Business Review (website) | 2019

  When Gender Diversity Makes Firms More Productive

  Stephen Turban, Dan Wu and Letian Zhang

  Does diversity make a company more productive? Many say yes—some researchers argue that gender diversity leads to more innovative thinking and signals to investors that a company is competently run. Others say no—conflicting research indicates that gender diversity can disrupt social cohesion, making people less likely to collaborate. Most of this research, however, has looked at the question within a single country or industry. Could the conflicting research be due to differences in context? Region and industry might affect people’s opinions of gender diversity, and this might then affect whether or not diversity leads to stronger outcomes. In a recent study of 1069 leading firms across 35 countries and 24 industries, researchers found that gender diversity relates to more productive companies, as measured by market value and revenue, only in contexts where gender diversity is viewed as “normatively” accepted. By normative acceptance, they mean a widespread cultural belief that gender diversity is important. In other words, beliefs about gender diversity create a self-fulfilling cycle. Countries and industries that view gender diversity as important capture benefits from it. While those that don’t, don’t. The researchers outline three main reasons why opinions about the value of diversity matter so much to the actual value it brings. And these may provide lessons for managers who wish to capture the benefits of gender diversity.

  Keywords: Gender; Diversity; Performance; Performance Productivity;

  Citation:

  Turban, Stephen, Dan Wu, and Letian Zhang. "When Gender Diversity Makes Firms More Productive." Harvard Business Review (website) (February 11, 2019).  View Details

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• Article | Organization Science | January–February 2019

  Who Loses When a Team Wins? Better Performance Increases Racial Bias

  Letian Zhang

  Although it is well known that organizational and team performance influences strategic decision-making, little is known about its impact on ascriptive inequality. This study proposes a performance effect on racial bias: higher team performance reduces managers’ performance pressure and, therefore, leads to more managerial bias in the subsequent round. I find strong evidence for this proposition using a fine-grained dataset from the National Basketball Association. In this highly competitive industry, team performance is positively associated with coaches’ subsequent exercise of racial bias: players experience more favorable treatment from same-race coaches after their teams have won more games. This study demonstrates an important relationship between performance feedback and racial bias and suggests that even in highly competitive industries, managerial bias may be prevalent in high-performing teams and organizations.

  Keywords: discrimination; race and ethnicity; performance feedback; NBA; Prejudice and Bias; Race; Ethnicity; Performance; Sports;

  Citation:

  Zhang, Letian. "Who Loses When a Team Wins? Better Performance Increases Racial Bias." Organization Science 30, no. 1 (January–February 2019): 40–50.  View Details

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• Article | Administrative Science Quarterly

  A Fair Game? Racial Bias and Repeated Interaction between NBA Coaches and Players

  Letian Zhang

  There is strong evidence of racial bias in organizations but little understanding of how it changes with repeated interaction. This study proposes that repeated interaction has the potential to reduce racial bias, but its moderating effects are limited to the treatment of individuals rather than of entire racial groups. Using data from 2,360 National Basketball Association (NBA) players and 163 coaches from 1955 to 2000, I find that players receive more playing time under coaches of the same race, even though there is no difference in their performance. This racial bias is greatly reduced, however, as the player and the coach spend more time on the same team, suggesting that repeated interaction minimizes coaches’ biases toward their players. But it does not reduce coaches’ racial biases in general. Even after years of coaching other-race players, coaches still exhibit the same levels of racial bias as they did upon first entering the league. These results suggest that repeated workplace interaction is effective in reducing racial bias toward individuals but not toward groups, making an important contribution to the literature on organizational inequality.

  Keywords: discrimination; bias; Interaction; NBA; Prejudice and Bias; Race; Equality and Inequality; Interpersonal Communication; Sports;

  Citation:

  Zhang, Letian. "A Fair Game? Racial Bias and Repeated Interaction between NBA Coaches and Players." Administrative Science Quarterly 62, no. 4 (December 2017): 603–625.  View Details

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