Colorblind or colorful? How diversity approaches affect cultural majority and minority employees

We examined how perceived organizational diversity approaches (colorblindness and multiculturalism) relate to affective and productive work outcomes for cultural majority and minority employees. Using structural equation modeling on data collected in a panel study among 152 native Dutch majority and 77 non‐Western minority employees, we found that perceptions of a colorblind approach were most strongly related to work satisfaction and perceived innovation for majority members, while perceptions of a multicultural approach “worked best” for minority members. Moreover, these effects were fully mediated by the extent to which employees felt socially included in the organization. Thus, while inclusion is an important factor for both groups to enhance work outcomes, it is facilitated by different diversity approaches for majority and minority members.     

On the context dependence of emotion displays: Perceptions of gold medalists’ expressions of pride

In spite of various claims for cross-cultural differences in the experience of pride, studies on the expression of pride have revealed few cross-cultural differences. Five studies using archival data from Olympic and national championships do show cross-cultural differences in the expression of pride and other positive emotions in pride-eliciting contexts, contingent on the social context of the expression, notably the in-group or out-group status of the audience. Chinese gold medalists were perceived to express less pride than American medalists when outperforming in-group competitors; when outperforming out-group members, however, no or smaller cross-cultural differences were observed. These findings are important because they indicate that cultural norms about emotion expression may be activated only in situations in which they serve a function in coordinating people's behaviour.