2022/12/28 by Kayhan Tajeddini, Taylan Budur, Thilini Chathurika Gamage +3 · 38 citations
Business, Management and Accounting · Engineering · Psychology · Social Sciences · #Business #Business administration #Computer science #Diversity (politics) #Diversity management #Economic growth #Economics #Engineering #Gender Diversity and Inequality #Human resource management #Human resources #Job Satisfaction and Organizational Behavior #Knowledge management #Management #Originality #Political science #Psychology #Social exchange theory #Social psychology #Structural equation modeling #Value (mathematics) #Work (physics) #Work-Family Balance Challenges #Workforce
paper · doi:10.1108/jmd-06-2022-0154
published in Journal of Management Development 42(1), 29-53 (Emerald Publishing Limited)
openalex publication_date 2022/12/28 · crossref created 2022/12/28 · crossref issued 2022/12/30 · crossref published 2022/12/30 · crossref published-online 2022/12/30 · openalex created_date 2023/01/04 · crossref published-print 2023/01/26 · crossref deposited 2025/07/24 · openalex updated_date 2026/07/14 · crossref indexed 2026/08/04
Purpose This paper investigates the effect of diversity management on employees' innovative work behavior (IWB) through human resource management (HRM) and affective commitment (AC). Design/methodology/approach Data were collected from 358 employees of small- and medium-sized enterprises in the Kurdistan Region of Iraq. The hypothesized model has been evaluated using structural equation modeling. Findings Findings suggest that workforce diversity management directly and significantly affected HRM and AC. Furthermore, findings revealed that HRM significantly influenced both employees' IWB and AC, while AC had a significant positive influence on IWB. Moreover, concerning the indirect effects, AC and HRM significantly mediated the relationship between DM and employees' IWB. Research limitations/implications A cross-sectional single source dataset is used to evaluate the hypothesized model. Originality/value Grounded in the social exchange and institutional theories, this research fills the gap in the literature by addressing the “black box” of how workforce DM influences employees' IWB while examining the mediating role of employees' AC and firm HRM policies.