Economics Insights @ CBS

Social scientists have spent decades studying how individuals achieve status within organizational groups — that is, how they gain respect, prominence, and influence in the eyes of others. We know, for example, that demographics matter: People of the historically dominant race and gender and a respected age (white men over 40 in the western corporate world) are typically afforded higher status than everyone else.

Studies of social judgment found that the way bicultural individuals respond to cultural cues depends on their cultural identity structure. Biculturals differ in the degree to which they represent their two cultural identities as integrated (vs. nonintegrated), which is assessed as high (vs. low) bicultural identity integration (BII), respectively. High BII individuals assimilate to cultural cues, yet low BII individuals contrast to these cues. The current studies reveal that this dynamic extends to consumer behavior and elucidate the underlying psychological mechanism.

We propose and test a framework that describes the relationship between network structures and job performance. We provide an integration of the current conceptualizations of social capital as they pertain to job performance outcomes by taking a multi-dimensional view of job performance. We break down job performance into creativity, decision-making, task execution, and teamwork, and distinguish the effect of structural holes within and across the organizational boundary on these four job performance domains.