assistance. We would also like to thank Thomas Armentrout for his involvement in the project, Cindy Young for her data entry and analysis efforts, and Kelly Gable for her assistance in manuscriptpreparation.

Workforce population trends have increased the numbers and kinds of culturally diverse people who work together. Researchers in organizational behavior have often examined culture through values; however, cultural values can be based on collections of people other than traditional nation states. A cultural mosaic is presented as a framework to identify demographic, geographic, and associative features underlying culture. An individual’s unique collage of multiple cultural identities yields a complex picture of the cultural influences on that person. Developments in chaos and complexity theories are proposed as a theoretical base for study on the complexity of culture at the individual level. Additional developments in network theory serve as a theoretical base for cultural research at the group level. The cultural mosaic is described as a complex system with localized structures, linking cultural tiles in ordered and chaotic ways. Research propositions examining multiple cultural identities at individual and group levels are discussed.

In a departure from the organizational development literature, this study hypothesized that managerial responses to organizational change are influenced by 7 dispositional traits (locus of control, generalized self-efficacy, self-esteem, positive affectivity, openness to experience, tolerance for ambiguity, and risk aversion). Data were collected from 6 organizations (N = 514) to test the hypotheses. The 7 traits were reduced to 2 factors: Positive Self-Concept and Risk Tolerance. Both of these trait factors significantly predicted self-reports and independent assessments of coping with change. Results also indicated that coping with organizational change was related to extrinsic (salary, job level, plateauing, job performance) and intrinsic (organizational commitment, job satisfaction) career outcomes and that coping mediated roughly half of the relationships between the dispositional factors and these career outcomes. In a recent review of the literature, Quinn, Kahn, and Mandl (1994) noted that research in the field of organizational change and development has evolved from four major paradigms: organizational development, strategic choice, resource dependence-institutional theory, and population

an earlier version of this paper, and to members of the Senior Teams Workshop and the Negotiations, Organizations, and Markets Seminar at the Harvard Business School for ideas and inspiration. We benefited from comments provided by three anonymous reviewers and the Editor of Leadership Quarterly. A DYNAMIC MODEL OF TOP MANAGEMENT TEAM EFFECTIVENESS: MANAGING UNSTRUCTURED TASK STREAMS Leadership research relating top management team demographics to firm performance has produced mixed empirical results. This paper suggests a new explanation for these inconsistencies. We first note that a given top management team (TMT) is likely to face a variety of different situations over time. Thus, while TMT demographic composition is relatively stable, the TMT task is dynamic and variable. In some situations, team members have similar information and interests (a symmetric distribution); in others, information or interests diverge (an asymmetric distribution). Based on team effectiveness theory, we then argue that, unless group process is managed accordingly, asymmetric distributions of situation-specific information and interests will reduce TMT decision-making effectiveness. We develop leader process choices to mitigate the potentially

In the emerging vision of the future business and competitive environment, organizations must be flexible, adaptable, responsive to market need and competition, yet economically viable. Yet current economic conditions and corporate strategies have diminished crucial links to employee innovation. We suggest a transitional organizational form with implications for bridging human and organizational needs, and consider the for entrepreneurial organization's Top Management Team's crucial role and the need to pay explicit attention to the entrepreneurial culture by which the new corporate form is maintained.

Differences in competences are widely believed to be an important source of enduring competitive advantage. However empirical studies investigating the sources of firm differences in terms of both human resource types, levels and degrees of heterogeneity remain sparse to date. Because firm competence rest on human resources and their relation, this study demonstrates with a uniquely comprehensive data set that human resource types, levels, and heterogeneity in engineering consulting firms are empirically separable constructs that have significant and yet different influences on firm performance in terms of productivity and profitability. Our results indicate that educational diversity matters more for explaining performance differences than levels of experience and tenure of human resources.

are solely those of the authors.

Managing diversity is complex. As organisations seek to make it a mainstream business issue in order to gain competitive advantage and address legal obligations, ways of evidencing the derived business benefits are in growing demand. The CIPD commissioned research to explore the challenges involved in measuring the impact of managing diversity and the measures in general use. The information covered in this Change Agenda spotlights where diversity can make a difference and in what ways there can be both positive and negative outcomes unless diversity is managed successfully. The report goes beyond the use of numerical targets and the adoption of diversity standards that signal how progressive organisations are in creating diverse workforces. It discusses ways of tracking change resulting from the implementation of objectives designed to deliver organisational objectives that reflect diversity and the need for organisational culture and business context to be taken into account.

We thank Mike Hitt for helpful comments, and all alliance team members, team leaders, and executives for participating in the study and the four companies for sponsoring this work. This research has been supported in part by a National Science Foundation CAREER Grant (SES

This paper investigates the nexus between labor diversity and innovation in a population of Danish firms. Specifically, exploiting information retrieved from a comprehensive linked employer-employee database and implementing a proper instrumental variable strategy, we are able to identify the contribution of diversity in cultural background, skills and demographic characteristics to valuable firm’s innovation activity. The latter is here measured as firm’s propensity to apply for a patent, number of patent applications (intensive margin) and firm’s ability to patent in different technological areas (extensive margin). We provide evidence of the key role of skill diversity in propelling firm’s innovation outcomes. The positive influence of heterogeneity in the ethnic dimension turns to be not negligible, too. Conversely, the effect of demographic diversity typically vanishes ones detailed firm specific characteristics are included as control variables.