| Summary: | 碩士 === 國立彰化師範大學 === 企業管理學系 === 96 === Over the past four decades, considerable progress has been made with respect to gender diversity as women have increasingly moved into the workplace. Asia-Pacific Region has also witnessed changing workforce diversity in gender. However, the effects of gender diversity on organizational performance have received limited attention. This paper, based on the social identity/categorization theory, the similarity/attraction paradigm, the value-in-diversity hypothesis, and the resource-based view of the firm, seeks to explore the relationship between gender diversity at different job levels (operational worker or management team) and organizational performance. Consequently, we develop the following hypothesis: Gender diversity in the level of operational workers/ management teams will have an inverted U-shaped curvilinear relationship with organizational performance.
Our research used data for three separate years from Taiwanese government
Databases of continuous five years from Korea Listed Companies Association and companies from all technology industries are sampled. Study1 (Taiwan) results demonstrated support for an inverted U-shaped relationship between gender composition and organization performance in management teams. The results of Study2 (Korea) suggested that gender composition in operational-level employees showed a U-shaped relationship with organizational performance. Thus, for companies in Korea, this level of employees may not be able to take advantage of gender diversity; neither did the same level of employees in companies of Taiwan. Our contributions are as follows: (1) Extending previous gender diversity research at firm-level; thereby compensating for the limited knowledge in this field. (2) Enabling companies to manage gender diversity in the workplace effectively so as to improve organizational outcomes and gain competitive advantages.
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