Research Articles

This section contains executive summaries of Martin’s academic journal articles and book chapter contributions. You may request a copy of the full article as published in the respective publication through the Contact page on this Web site.

Research Article“Rethinking Political Correctness,” by Robin J. Ely, Debra E. Meyerson, and Martin N. Davidson, examines how politically correct organizations not only create more inclusive workplaces, but also form barriers to effective collaboration. The authors contend that when employees tiptoe around issues and each other, misunderstandings and mistrust can result. This conflict erodes productivity. Read Executive Summary

Research ArticleIn Chapter 7, “The Engines of Positive Relationships Across Difference:  Conflict and Learning,” from Exploring Positive Relationships at Work, edited by Jane E. Dutton and Belle Ragins, Martin N. Davidson and Erika Hayes James look at diversity among coworkers. The authors point out that building positive relationships across differences in organizations requires conflict as well as learning. Read Executive Summary

Research ArticleIn three in the series of six columns published in The Industrial-Organizational Psychologist, Martin Davidson and Bernardo M. Ferdman address diversity and inclusion as they apply to organizations as a whole—informing, stimulating, and provoking the reader to think critically about diversity, how it affects us, and what we can do about and with it. Read Executive Summary

Research ArticleIn their chapter “Cycles of Resistance: How Dominants and Subordinants Collude to Undermine Diversity Efforts in Organizations,” from the book Diversity Resistance in Organizations, Martin N. Davidson and Karen L. Proudford argue that group identity and societal power positions combine to drive intergroup dynamics that hinder most diversity initiatives before they can be seriously engaged.
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Research ArticleMany corporate diversity initiatives are generated as responses to episodes of discrimination and injustice in the organization. In “The Value of Being Included: An Examination of Diversity Change Initiatives in Organizations,” Martin N. Davidson explores what prevents diversity change initiatives from having maximal effectiveness.
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Research ArticleMartin N. Davidson and Lynn Foster-Johnson, in “Keeping Color in Corporate America: What Generates Organizational Commitment for Managers of Color,” explore what factors generate high levels of organizational commitment for managers of color.
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Research ArticleIn “When Excuses Don’t Work: The Persistent Injustice Effect among Black Managers,” Martin Davidson and Raymond A. Friedman examine the underlying dynamics of the differences between blacks’ and whites’ responses to social accounts—explanations or excuses for negative actions and events.
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Research ArticleIn much research, much attention has been given to the conflicts related to workforce diversity in organizations. In “Managing Diversity and Second-Order Conflict,” Raymond A. Friedman and Martin N. Davidson propose that those who study diversity conflict need to recognize the distinction between first-order diversity conflict and second-order diversity conflict.
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Research ArticleIn “Know Thine Adversary: The Impact of Race on Styles of Dealing With Conflict,” Martin N. Davidson explores the management of interpersonal conflict, and particularly confrontations between those from racially diverse backgrounds. Read Executive Summary

Research ArticleIn “Keys to Success: Critical Events in the Career Development of African American Managers,” Martin N. Davidson, Marian Ruderman, and Christina A. Douglas explore the differentiating career experiences of African American and white managers in one organization. Read Executive Summary

Research ArticleIn the study “Women’s Ways: The Impact of Workplace Status in the Organization on Women’s Management Styles,” Lynn Foster-Johnson and Martin N. Davidson explored whether there were differences in conflict management styles between female managers and non-managers that might be attributed to job level or rank in the organization. Read Executive Summary