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Journal articles on the topic 'Value Diversity'

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Published: 4 June 2021
Last updated: 4 February 2022

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1

Maine, Lucinda L. "Diversity, Value, and Communications." American Journal of Pharmaceutical Education 67, no. 4 (September 2003): 126. http://dx.doi.org/10.5688/aj6704126.

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2

Singh, Nirbhay N., Cynthia R. Ellis, Donald P. Oswald, Hollis A. Wechsler, and W. John Curtis. "Value and Address Diversity." Journal of Emotional and Behavioral Disorders 5, no. 1 (January 1997): 24–35. http://dx.doi.org/10.1177/106342669700500104.

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3

Aitken, Stephen. "The value of diversity." Biodiversity 13, no. 1 (March 2012): 1. http://dx.doi.org/10.1080/14888386.2012.666722.

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4

Dronamraju, Krishna R. "The value of diversity." Endeavour 28, no. 1 (March 2004): 10–11. http://dx.doi.org/10.1016/j.endeavour.2004.01.015.

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5

Jones, P. M. S. "The Value of Diversity." Energy & Environment 5, no. 3 (September 1994): 215–25. http://dx.doi.org/10.1177/0958305x9400500305.

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6

GERLE, Christoph. "The Value of Diversity." Seibutsu Butsuri 61, no. 1 (2021): 046–48. http://dx.doi.org/10.2142/biophys.61.046.

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7

Alger, Jonathan R. "The Educational Value of Diversity." Academe 83, no. 1 (1997): 20. http://dx.doi.org/10.2307/40251558.

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8

Mahendran, K., S. Yogarajah, and M. Ormond. "Redeployment: creating value through diversity." British Dental Journal 228, no. 11 (June 2020): 825–26. http://dx.doi.org/10.1038/s41415-020-1772-7.

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9

Hunter-Cevera, Jennie C. "The value of microbial diversity." Current Opinion in Microbiology 1, no. 3 (June 1998): 278–85. http://dx.doi.org/10.1016/s1369-5274(98)80030-1.

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10

Robertson, Emily. "The Epistemic Value of Diversity." Journal of Philosophy of Education 47, no. 2 (May 2013): 299–310. http://dx.doi.org/10.1111/1467-9752.12026.

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11

de Melo-Martı´n, Inmaculada. "On the Value of Diversity." American Journal of Bioethics 15, no. 9 (August 25, 2015): W1—W2. http://dx.doi.org/10.1080/15265161.2015.1065023.

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12

Hopf, Harriet W., and Laura I. Dew. "Diversity: Value, Barriers, and Solutions." ASA Monitor 84, no. 7 (July 1, 2020): 28–29. http://dx.doi.org/10.1097/01.m99.0000688664.11872.05.

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13

SUEN, WING. "THE VALUE OF PRODUCT DIVERSITY." Oxford Economic Papers 43, no. 2 (April 1991): 217–23. http://dx.doi.org/10.1093/oxfordjournals.oep.a041995.

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14

Crowder, George. "Value Pluralism, Diversity and Liberalism." Ethical Theory and Moral Practice 18, no. 3 (September 20, 2014): 549–64. http://dx.doi.org/10.1007/s10677-014-9539-3.

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15

Haggard, Dana L., and K. Stephen Haggard. "Value creation through executive diversity." International Journal of Organization Theory & Behavior 20, no. 2 (March 1, 2017): 141–60. http://dx.doi.org/10.1108/ijotb-20-02-2017-b001.

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We examined stock market reactions to announcements of CEO appointments as a proxy for the perceived value created by these appointments. We examined differences in market reactions to the appointments of minority and women CEOs compared to white males. Our results indicate additional value creation through the appointment of African- American CEOs, but not through the appointment of female or Hispanic CEOs. We provide a potential explanation for this differential valuation of differing types of diversity.
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16

van Knippenberg, Daan, S. Alexander Haslam, and Michael J. Platow. "Unity through diversity: Value-in-diversity beliefs, work group diversity, and group identification." Group Dynamics: Theory, Research, and Practice 11, no. 3 (September 2007): 207–22. http://dx.doi.org/10.1037/1089-2699.11.3.207.

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17

Eisner, Thomas. "The Hidden Value of Species Diversity." BioScience 42, no. 8 (September 1992): 578. http://dx.doi.org/10.2307/1311919.

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18

Al-Jabir, Hussain M. "Widening participation: the value of diversity." Clinical Teacher 15, no. 4 (July 15, 2018): 348–49. http://dx.doi.org/10.1111/tct.12807.

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19

Cole, Raymond J. "Architectural experience: the value of diversity." Building Research & Information 33, no. 3 (May 2005): 279–83. http://dx.doi.org/10.1080/09613210500042762.

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20

WHITCOMB, MICHAEL E. "Achieving the Educational Value of Diversity." Academic Medicine 78, no. 5 (May 2003): 429–30. http://dx.doi.org/10.1097/00001888-200305000-00001.

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21

Sawyerr, Olukemi O., Judy Strauss, and Jun Yan. "Individual value structure and diversity attitudes." Journal of Managerial Psychology 20, no. 6 (September 2005): 498–521. http://dx.doi.org/10.1108/02683940510615442.

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22

Kremen, Claire. "The value of pollinator species diversity." Science 359, no. 6377 (February 15, 2018): 741–42. http://dx.doi.org/10.1126/science.aar7614.

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23

Hayden, William M. "Face Value: The Silent Diversity Challenge." Leadership and Management in Engineering 1, no. 4 (October 2001): 20–26. http://dx.doi.org/10.1061/(asce)1532-6748(2001)1:4(20).

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24

Martin, Cliff, and Zachary Brym. "The Value of Tropical Plant Diversity." EDIS 2019, no. 4 (August 23, 2019): 5. http://dx.doi.org/10.32473/edis-ag435-2019.

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This new 5-page document discusses plant diversity at the UF/IFAS Tropical Research and Education Center, environmental factors and human activities affecting these plants, assemblages of species based on levels of disturbance, human choice, and other factors, and the diverse needs these plants meet. Written by Cliff G. Martin and Zachary T. Brym, and published by the UF/IFAS Agronomy Department, June 2019. https://edis.ifas.ufl.edu/ag435
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25

Beugelsdijk, Sjoerd, Mariko J. Klasing, and Petros Milionis. "Value Diversity and Regional Economic Development." Scandinavian Journal of Economics 121, no. 1 (October 30, 2018): 153–81. http://dx.doi.org/10.1111/sjoe.12253.

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26

Pöyhönen, Samuli. "Value of cognitive diversity in science." Synthese 194, no. 11 (July 1, 2016): 4519–40. http://dx.doi.org/10.1007/s11229-016-1147-4.

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27

Johnson, Mark, and Keith Smyth. "Diversity, value and technology: exposing value pluralism in institutional strategy." Campus-Wide Information Systems 28, no. 4 (August 30, 2011): 211–20. http://dx.doi.org/10.1108/10650741111162699.

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28

Polanowska-Sygulska, Beata. "Diversity and Decency." Analyse & Kritik 42, no. 1 (May 1, 2020): 241–54. http://dx.doi.org/10.1515/auk-2020-0010.

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AbstractGeorge Crowder’s article makes an interesting contribution to the literature on value pluralism. Yet, as a commentary onmy essay (Polanowska-Sygulska, 2019c) it is entirely misconceived. Crowder’s reading of my text is inadequate, in terms of both the legal and the philosophical aspects of my argument. Having ascribed to me the belief that pluralism always favors cultural diversity against legal uniformity (a belief which I do nothold), he argues that a single uniform law may engender more value diversity than a multiplicity of local legal systems. This may indeed be so, but it is notmy concern. What Isaiah Berlin aimed at more than anything else was to bring about a decent society, which at times requires the pursuit of other values to be limited. I share his approach and therefore argue that, for the sake of decency, both value diversity and cultural diversity may sometimes need to be restricted.
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29

Groening, Christopher. "When do investors value board gender diversity?" Corporate Governance: The International Journal of Business in Society 19, no. 1 (February 4, 2019): 60–79. http://dx.doi.org/10.1108/cg-01-2018-0012.

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PurposeThis paper aims to use the passage of the Italian Gender Diversity Law to help isolate the effects of board gender diversity on firm value by investigating conditions under which such diversity provides greater role-enhancing resources to the board.Design/methodology/approachThis paper used a one-day event study to measure when gender diversity matters to investors. Abnormal returns from Italian firms were used to study investors’ anticipated outcomes of the effect of gender diversity on firm value.FindingsBoard gender diversity is financially beneficial especially for firms with a male dual CEO and board chair and with few or no women on board committees and firms that operate in industries with greater levels of competition. Addition of these moderators more than doubles the variance explained. Moreover, the effect of gender is isolated in this study, which examined investor reaction to the expectation of increases in the number of female board members, rather than to specific female appointees.Social implicationsDetermining the conditions when a gender diverse matters to firm value is important for shareholders, policymakers and advocates for gender equality. The findings illustrate precise conditions for stakeholders to make the case for board gender diversity as achieving financial reward, in addition to societal benefit.Originality/valueThe value of a gender diverse board is contingent on the company’s need for diverse resources (e.g. more competition, lack of gender diversity on committees or CEO duality). This paper provides insight as to why prior research linking board gender diversity to firm value finds seemingly contradictory results. Thus, this paper provides useful insights for researchers, boards and legislative bodies.
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30

Kakabadse, Andrew, Rita Goyal, and Nada Kakabadse. "Value-creating Boards—Diversity and Evolved Processes." Journal of Creating Value 4, no. 1 (April 17, 2018): 22–41. http://dx.doi.org/10.1177/2394964318765287.

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This qualitative study is based on 47 interviews with board members of UK-listed companies and reveals that value-creating boards have two main characteristics: a diversity of perspective and evolved board processes. The findings of the study show that the critical attributes of boardroom diversity are members’ culture/nationality, functional background and gender diversity. Value-creating boards also have evolved processes, such as an objective nomination process, periodic evaluations of the board and its members and their ability to work as a team. The article contributes to the Strategic Leadership theory and other role-effectiveness theories. It makes a significant contribution to existing literature on board diversity and value creation by suggesting that board diversity needs a broader definition—more than mere demographic attributes of directors and board processes—to improve boards’ ability to create value for organizations. The article also contributes to praxis by presenting evidence of the impact of board diversity on value creations and suggesting the most critical aspects of value-creating boards. The findings may also guide the formulation of legislation for improving corporate governance by defining diversity more broadly.
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31

Klein, Spencer L. "Corporate Governance, Board Diversity, and Firm Value." CFA Digest 33, no. 3 (August 2003): 22–23. http://dx.doi.org/10.2469/dig.v33.n3.1310.

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32

Weikard, Hans-Peter. "Diversity Functions and the Value of Biodiversity." Land Economics 78, no. 1 (February 2002): 20–27. http://dx.doi.org/10.2307/3146920.

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33

Bito, Seiji. "Diversity in Medicine and Value Based Practice." Nihon Naika Gakkai Zasshi 103, no. 11 (2014): 2829–34. http://dx.doi.org/10.2169/naika.103.2829.

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34

Ramabodu, M. S., B. G. Kotze, and J. J. P. Verster. "Diversity and value in Africa's real estate." Journal of Property Investment & Finance 25, no. 1 (February 13, 2007): 7–22. http://dx.doi.org/10.1108/14635780710720144.

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35

Steiner, Hillel. "Human rights and the diversity of value." Critical Review of International Social and Political Philosophy 15, no. 4 (September 2012): 395–406. http://dx.doi.org/10.1080/13698230.2012.699395.

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36

Pesetsky, David. "Against taking linguistic diversity at “face value”." Behavioral and Brain Sciences 32, no. 5 (October 2009): 464–65. http://dx.doi.org/10.1017/s0140525x09990562.

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AbstractEvans & Levinson (E&L) advocate taking linguistic diversity at “face value.” Their argument consists of a list of diverse phenomena and the assertion that no non-vacuous theory could possibly uncover a meaningful unity underlying them. I argue, with evidence from Tlingit and Warlpiri, that E&L's list itself should not be taken at face value – and that the actual research record already demonstrates unity amidst diversity.
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37

Navin, Mark C., and Katie Attwell. "Vaccine mandates, value pluralism, and policy diversity." Bioethics 33, no. 9 (August 6, 2019): 1042–49. http://dx.doi.org/10.1111/bioe.12645.

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38

Kim Cheng Low, Patrick. "The value of diversity: the Kazakhstan perspective." Journal of Management Development 26, no. 7 (July 24, 2007): 683–99. http://dx.doi.org/10.1108/02621710710761306.

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39

Aurenque, Diana. "Genetic Diversity as a Value: Imposing Fairness." American Journal of Bioethics 15, no. 6 (June 2015): 18–20. http://dx.doi.org/10.1080/15265161.2015.1028673.

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40

Cook, Alison, and Christy Glass. "Do Diversity Reputation Signals Increase Share Value?" Human Resource Development Quarterly 25, no. 4 (November 21, 2014): 471–91. http://dx.doi.org/10.1002/hrdq.21183.

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41

Burgess, Sonya, Marie-Claude Morice, Mirvat Alasnag, Cindy Grines, Roxana Mehran, and Sarah Zaman. "Women and Cardiology: The Value of Diversity." Heart, Lung and Circulation 30, no. 1 (January 2021): 3–5. http://dx.doi.org/10.1016/j.hlc.2020.06.027.

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42

Bender, Andrea. "The Value of Diversity in Cognitive Science." Topics in Cognitive Science 11, no. 4 (October 2019): 853–63. http://dx.doi.org/10.1111/tops.12464.

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43

Busse, Ronald. "Value diversity and performance in small groups." Journal of Chinese Human Resource Management 8, no. 2 (October 9, 2017): 114–28. http://dx.doi.org/10.1108/jchrm-06-2017-0011.

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Purpose This paper aims to contributes to the literature on team diversity, both in general as well as relating to Chinese managers. Previous studies largely focused on the link between work group heterogeneity in terms of different ages, genders or nationalities of the members and performance. It adds to this body of knowledge by investigating the relationship between the composition of value priorities of team members and achievement, team identity and intra-team communication. The assumption behind this is that differences in value priorities represent the underlying latent source for team diversity, which is only insufficiently represented by the above observable demographic variables. Design/methodology/approach To test for optimal value priority composition, a series of experiments was conducted with 29 project teams and four team types comprising 174 Chinese expatriates at a German business school. Findings The general result is that (in the long run) highly heterogeneous teams and (in the short run) highly homogeneous teams outperform moderately heterogeneous work groups. However, the major contribution is that the relation between value diversity and performance has a modified upright U-shaped format. It specifically requires the attempt to close as many value gaps as possible. Originality/value This new insight, which has not been adequately explained by previous studies, results from the existence of a circular structure in which values are organised. Based on this specific outcome, the paper provides recommendations for practicing managers both in China and elsewhere, admits limitations and paves the way for future research avenues.
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44

Carter, David A., Betty J. Simkins, and W. Gary Simpson. "Corporate Governance, Board Diversity, and Firm Value." Financial Review 38, no. 1 (February 2003): 33–53. http://dx.doi.org/10.1111/1540-6288.00034.

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45

Eastman, Wayne, and Michael Santoro. "The Importance of Value Diversity in Corporate Life." Business Ethics Quarterly 13, no. 4 (October 2003): 433–52. http://dx.doi.org/10.5840/beq200313431.

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Abstract:Donaldson and Dunfee (1999) suggest in a brief discussion that a manager may in some cases rely on his or her own values in making organizational decisions. Our paper examines the role of diversity in values in an organizational context. Our central contention is that value diversity among managers, employees, and other stakeholders on dimensions such as prudence-boldness, clarity-flexibility, and rigor-mercy is highly useful for an organization. We introduce nontechnical models of individual and board decision-making in which value diversity cuts across group interests that would otherwise control the decision. In these models, decision-makers who are influenced by values such as prudence or boldness as well as by their group interests are more likely to avoid suboptimal decisions, because their weaker but not their more intense group interests are likely to be overridden by their cross-cutting value inclinations.
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46

Crowder, George. "Value Pluralism: Crucial Complexities." Analyse & Kritik 41, no. 2 (November 1, 2019): 321–36. http://dx.doi.org/10.1515/auk-2019-0020.

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Abstract Discussing the crucifix case, Beata Polanowska-Sygulska concludes that the decision on appeal fits with Berlinian value pluralism, while the initial judgement was ethically monist. Her assumption is that pluralism favours cultural diversity against uniform law. This assumption is too simple and needs to be qualified by several considerations. First, we should be clear that, under pluralism, a moral question may have ‘one right answer’ if this is contextual. Second, so far as pluralism connects with cultural diversity, this has multiple dimensions, applying not just among societies but within them as well. Third, pluralists ought to be concerned primarily with promoting a diversity of values rather than cultures. When these matters are properly taken into account, it can be seen that a uniform law may be more pluralist than a multiplicity of local laws, depending on the circumstances.
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47

Syamsudin, Syamsudin, Erna Setiany, and Sajidah Sajidah. "Gender diversity and firm value: a study on boards of public manufacturing firms in Indonesia." Problems and Perspectives in Management 15, no. 3 (November 8, 2017): 276–84. http://dx.doi.org/10.21511/ppm.15(3-1).2017.11.

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This study aims to analyze the effect of gender diversity in both the Board of Commissioners and Board of Directors, as well as the effect of education background of the President Commissioner on the firm value. Gender diversity is measured from the proportion of women in Board of Commissioners and Board of Directors, while the education background is measured by the education background of the President Commissioner. In this research, the firm value is measured by Tobins Q. The sample used in this study consist of 70 manufacturing companies listed in Indonesian Stock Exchange in the year 2012. This study employs multiple linear regression to draw the research results. The analysis results show that gender diversity in both the Board of Commissioners and Board of Directors significantly affects firm value. On the contrary, the education background of the President Commissioner does not affect firm value. This result support the argument that diversity of boards will, through various ways, affect firm financial value in the long and short term.
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48

Hughes, Cresean, Caroline M. Bailey, Patricia Y. Warren, and Eric A. Stewart. "“Value in diversity”: School racial and ethnic composition, teacher diversity, and school punishment." Social Science Research 92 (November 2020): 102481. http://dx.doi.org/10.1016/j.ssresearch.2020.102481.

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49

Cook, Alison, and Christy Glass. "Does diversity damage corporate value? Measuring stock price reactions to a diversity award." Ethnic and Racial Studies 34, no. 12 (July 12, 2010): 2173–91. http://dx.doi.org/10.1080/01419870.2010.490591.

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50

Kanji, Mebs, Axel Huelsemeyer, and Nicki Doyle. "Value Diversity and Support for Further European Integration." International Journal of Diversity in Organizations, Communities, and Nations: Annual Review 7, no. 4 (2007): 157–66. http://dx.doi.org/10.18848/1447-9532/cgp/v07i04/39429.

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