Abstract
Julia Kristeva’s query with regard to the capacity of individuals in today’s society to confront and deal with social divisions and diversities appears as actual and relevant as ever. Indeed, the 21st century has evinced a marked transition in terms of a growing diversification of the workforce and organizational membership owing to globalization and immigration trends (Coleman Selden and Selden 2001). Understanding the ramifications of social schisms on diversity-related dynamics and performance in organizations has become vital in the current era, characterized by mounting socio-political, cultural and economic complexities, competition and concomitant growing interdependencies among individuals, groups and organizations, hence the need for collaboration.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Similar content being viewed by others
References
Amabile, T., Patterson, C., Patterson, J., Mueller, T., Wojcik, P., Odomirok, M. and Kramer, S. (2001): Academic-Practitioner Collaboration in Management
Research: A Case of Cross-Profession Collaboration. In: Academy of Management Journal, 44(2), pp. 418–431.
Bar-Tal, D. (2007): Living with the conflict: Socio-psychological analysis of the Jewish Society in Israel. Jerusalem: Carmel Ltd.
Bar-Tal, D. (2011): Introduction: Conflict and social psychology. In: Bar-Tal, D. (ed.): Intergroup conflicts and their resolution. New York: Psychology Press, Taylor & Francis Group, pp. 1–39.
Bazerman, M.H. (2011): Bounded Ethicality in Negotiations. In: Negotiation and Conflict Management Research, 4(1), pp. 8–12.
Brigg, M. (2003): Mediation, Power, and Cultural Difference. In: Conflict Resolution Quarterly, 20(3), pp. 287–306.
Byrne, D. (1997): An overview (and underview) of research and theory within the attraction paradigm. In: Journal of Social and Personal Relationships, 14(3), pp. 417–431.
Clair, J.A., Humberd, B.K., Caruso, H. and Morgan Roberts, L. (2012): Marginal memberships: Psychological effects of identity ambiguity on professionals who are demographically different from the majority. In: Organizational Psychology Review, 2(1), pp. 71–93.
Clair, J.A., Beatty, J.E. and Maclean, T.L. (2005): Out of sight but not out of mind: Managing invisible social identities in the workplace. In: Academy of Management Review, Vol. 30(1), pp. 78–95.
Coleman, P.T. (2000): Intractable conflict. In: Deutsch, M. and Coleman, P.T. (eds.): The handbook of conflict resolution: Theory and practice. San Francisco: Jossey-Bass Publishers, pp. 428–450.
Coleman Selden, S. and Selden, F. (2001): Rethinking Diversity in Public Organizations for the 21st Century: Moving toward a Multicultural Model. In: Administration & Society, 33(3), pp. 303–329.
Coleman, P.T. (2004): Paradigmatic framing of protracted, intractable conflict: Toward the development of a meta-framework – II. In: Peace and Conflict: Journal of Peace Psychology, 10(3), pp. 197–235.
Collier, M.J. (2009): Negotiating intercommunity and community group identity positions: Summary discourses from two Northern Ireland intercommunity groups. In: Negotiation and Conflict Management Research, 2(3), pp. 285–306
Desivilya, H. (2008): Conflict in work teams. In: Wankel, C. (ed.): Handbook of 21st century management. Second edition, Los Angeles, CA: Sage Publications, pp. 44–56.
Desivilya, H. (2011): The role of negotiation in building intra-team and interteam cooperation. In: Benoliel, M. (ed.): Negotiation Excellence: Successful Deal Making, Tuck Link, Singapore: World Scientific Publishing, pp. 361–381.
Desivilya, H. and Palgi, M. (2011a): Introduction. The nature of partnerships and the processes of their formation: Juxtaposing conflict and cooperation. In: Desivilya, H. and Palgi, M. (eds.): The paradox in partnership: The role of conflict in partnership building. Bentham Science e-Books, pp. 1–18.
Desivilya, H. and Palgi, M. (2011b): Engaging the paradox in partnership: balancing conflict and cooperation. In: Desivilya, H. and Palgi, M. (eds.): The paradox in partnership: The role of conflict in partnership building, Bentham Science e-Books, pp. 197–211.
Desivilya-Syna, H., Raz, M. and Maoz, I. (2011): Managing diversity in medical teams: The challenge of social responsibility in the context of protracted national conflict. CR3 Conference: The Power of Responsibility. Hanken School of Economics, Helsinki, Finland, April 2011.
Desivilya, H. and Rottman, A. (2008): Negotiating reality about Jewish-Arab citizens relations in Israel: The case of conflict education in a northern college – A praxis report. International Conference on “Understanding Conflict: Cross Cultural Perspectives", University of Aarhus, Denmark, August 2008.
Desivilya-Syna, H. and Rottman, A. (2012): The Role of Power Asymmetry Sensitivity in Jewish-Arab Partnerships. In: Conflict Resolution Quarterly, 30 (2), pp. 219–241.
Desivilya, H., Rottman, A., and Raz, M. (2012): Improving organizational integrity through humanistic diversity management: the case of minority-majority relations in healthcare organizations and academic institutions. In: Stachowicz-
Stanusch, A. and Amann, W. (Eds.), Business Integrity in Practice – Insights from International Case Studies. New York, NY: Business Expert Press, pp. 205–235
Desivilya-Syna, H. and Yassour-Borochowitz, D. (2010): Israelis’ moral judgments of government aggression and violations of human rights: Is democracy under siege of protracted conflict? In: Beliefs and Values, 2(1), pp. 38–48.
Dewey, J. (1938): Logic: The theory of inquiry. New York: Holt, Rhinehart and Winston.
Ely, R. and Roberts, L.M. (2008): Shifting frames in team-diversity research: From difference to relationships. In: Brief, A. P (Ed.): Diversity at work. New York: Cambridge University Press, pp. 175–201.
Foucault, M. (2003): Questions of method. In Rabinow, P. and Rose, N. (eds.), The essential Foucault: selections from essential works of Foucault, 1954–1984. London and New York: The New Press: pp. 246–258.
Friedman, V. and Desivilya, H. (2010): Integrating social entrepreneurship and conflict engagement for regional development in divided societies. In: Entrepreneurship & Regional Development, 22(6), pp. 495–514.
Fuller, B. (2011): Power, Adaptive Preferences, and Negotiation: Process Specifics Matters. In: Planning Theory & Practice, 12(3), pp. 455–461.
Gaertner, S.L. and Dovidio, J.F. (2009): A common group identity: A categorization based approach for reducing prejudice. In: Nelson, T. (ed.): Handbook of Prejudice. Mahwah, NJ: Lawrence Erlbaum Associates, pp. 489–506.
Hansen, T. (2008): Critical conflict resolution theory and practice. In: Conflict Resolution Quarterly, 25, pp. 403–427.
Hargie, O., Dickson, D. and Nelson, S. (2003): Working together in a divided society: A study of intergroup communication in the Northern Ireland workplace. In: Journal of Business and Technical Communication, 17, pp. 285–318.
Harrison, D.A. and Klein, K.J. (2007): What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. In: Academy of Management Review, 32(4), pp. 1199–1228.
Hinds, P.J. and Mortenson, M. (2005): Understanding conflict in geographically distributed teams: The moderating effects of shared identity, shared context, and spontaneous communication. In: Organization Science, 16(3), pp. 290–307.
Howard, E.S., Gardner, W.L. and Thompson, L. (2007): The role of the selfconcept and social context in determining the behavior of power holders: Self construal in intergroup versus dyadic dispute resolution negotiations. In: Journal of Personality and Social Psychology, 93(4), pp. 614–631.
Kolb, D.M. (2004): Staying in the Game or Changing It: An Analysis of Moves and Turns in Negotiation. In: Negotiation Journal, 20(2), pp. 253–268.
Kristeva, J. (1991): Strangers to Ourselves. New York: Columbia University Press.
Kolb, D.M. and Williams, J. (2000): The Shadow Negotiation: How Women Can Master the Hidden Agendas that Determine Bargaining Success. New York: Simon & Schuster.
Kuppermintz, H. and Salomon, G. (2005): Lessons to be learned from research on peace education in the context of intractable conflict. In: Theory into practice, 44(4), pp. 293–302.
Li, M. and Sadler, J. (2011): Power and Influence in Negotiation. In: Benoliel, M. (ed.): Negotiation Excellence: Successful Deal Making. Tuck Link, Singapore: World Scientific Publishing, pp. 139–160.
Lau, D.C. and Murnighan, J. K. (1998): Demographic diversity and faultlines: The compositional dynamics of organizational groups. In: Academy of Management Review, 23(3), pp. 325–340.
Mitroff, I.I. and Silvers, A. (2010): Dirty Rotten Strategies: How We Trick Ourselves and Others into Solving the Wrong Problems Precisely. Stanford, CA: Stanford University Press.
Mohammed, S. and Angell, L.C. (2004): Surface-and deep-level diversity in workgroups: examining the moderating effects of team orientation and team
process on relationship conflict. In: Journal of Organizational Behavior, 25, pp. 1015–1039.
Ramarajan, L. and Thomas, D. (2010): A positive approach to studying diversity in organizations. Working Paper, 11-024, Harvard Business School.
Rothman, J. (1997): Resolving Identity-Based Conflict: in Nations, Organizations and Communities. San Francisco, CA: Jossey-Bass.
Schaap, A. (2006): Agonism in divided societies. In: Philosophy Social Criticism, 32 (2), pp. 255–277.
Schön, D.A. (1983): The reflective practitioner. New York: Basic Books. Schön, D.A. (1987): Educating the reflective practitioner. San Francisco: Jossey-Bass.
Stephan, W.G. (2012): Improving Relations Between Residents and Immigrants. In: Analyses of Social Issues and Public Policy, 12(1), pp. 33–48.
Stephan, C., Hertz-Lazarowitz, R., Zelniker, T., and Stephan, W.G., (2004). Introduction to improving Arab-Jewish relations in Israel: Theory and practice in coexistence educational programs. In: Journal of Social Issues, 60(2), pp. 237–252.
Syna-Desivilya, H. (2004): Promoting coexistence by means of conflict education: The MACBE model. In: Journal of Social Issues, 6(2), pp. 339–357.
Tajfel, H. and Turner, J.C. (1986): The social identity theory of intergroup behavior. In: Worchel, S. and Austin, W.G. (eds.): The psychology of intergroup relations, Chicago: Nelson-Hall, pp. 7–24.
Thompson, L.J. (2008): Gender equity and corporate social responsibility in a post-feminist era. In: Business Ethics: A European Review, 17(1), pp. 87–106.
Tjosvold, D. (2006): Definining conflict and making choices about its management: Lighting the dark side of organizational life. In: International Journal of Conflict Management, 17 (2), pp. 87–96.
Tomlinson, F. (2005): Idealistic and Pragmatic Versions of the Discourse of Partnership. In: Organization Studies, 26(8), pp. 1169–1188.
Triana, M., Garcia, M.F. and Colella, A. (2010): Managing diversity: How organizational efforts to support diversity moderate the effects of perceived racial discrimination on affective commitment. In: Personnel Psychology, 63, pp. 817–843.
Van Knippenberg, D., Dawson, J.F., West, M.A. and Homan, A.C. (2011): Diversity, faultlines, shared objectives, and top management team performance. In: Human Relations, 64(3), pp. 307–336.
Van Laar, C., Sidanius, J. and Levin, S. (2008): Ethnic-related curricula and intergroup attitudes in college: Movement toward and away from the ingroup. In: Journal of Applied Social Psychology, 38(6), pp. 1601–1638.
West, R. F., Meserve, R. J., and Stanovich, K. E. (2012): Cognitive Sophistication Does Not Attenuate the Bias Blind Spot. In: Journal of Personality and Social Psychology 103 (3), pp. 506–519.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2016 Springer Fachmedien Wiesbaden GmbH
About this chapter
Cite this chapter
Desivilya Syna, H. (2016). Social Divisions, Intergroup Conflict and Diversity. Reflections about Social Conflict and Diversity: the Case of Israeli Organizations. In: Re-thinking Diversity. Management – Culture – Interpretation. Springer VS, Wiesbaden. https://doi.org/10.1007/978-3-658-11502-9_4
Download citation
DOI: https://doi.org/10.1007/978-3-658-11502-9_4
Published:
Publisher Name: Springer VS, Wiesbaden
Print ISBN: 978-3-658-11501-2
Online ISBN: 978-3-658-11502-9
eBook Packages: Social SciencesSocial Sciences (R0)