When People Do Allyship: A Typology of Allyship Action

ACADEMIC ABSTRACT

Despite increased popular and academic interest, there is conceptual ambiguity about what allyship is and the forms it takes. Viewing allyship as a practice, we introduce the typology of allyship action which organizes the diversity of ways that advantaged individuals seek to support those who are disadvantaged. We characterize allyship actions as reactive (addressing bias when it occurs) and proactive (fostering positive outcomes such as feelings of inclusion, respect, and capacity), both of which can vary in level of analysis (i.e., targeting oneself, one or a few other individuals, or institutions). We use this framework to profile six productive yet largely independent bodies of social psychological literature on social action and directly compare relative benefits and constraints of different actions. We suggest several future directions for empirical research, using the typology of allyship to understand when, where, and how different forms of allyship might succeed.

PUBLIC ABSTRACT

Despite increased popular and academic interest in the word, people differ in what they believe allyship is and the forms it takes. Viewing allyship as a practice, we introduce a new way (the typology of allyship action) to describe how advantaged individuals seek to support those who are disadvantaged. We characterize allyship actions as reactive (addressing bias when it occurs) and proactive (increasing positive outcomes such as feelings of inclusion, respect, and capacity), both of which can vary in level (i.e., targeting oneself, one or a few other individuals, or institutions). We use this framework to profile six large yet mostly separate areas of social psychological research on social action and directly compare the relative benefits and limitations of different actions. We suggest several future directions for how the typology of allyship action can help us understand when, where, and how different forms of allyship might succeed.

'I Will Fight for People to Not Have the Experience I've Had': A Thematic Analysis of the Experiences and Perspectives of Chronic Pain Lived Experience Advocates

Navigating the healthcare system with chronic pain, alongside navigating the experience of the chronic pain itself, is recognised to be highly challenging. Frequently available interventions do not fully meet the needs of people with chronic pain. This study aimed to explore the perspectives of people who have been through these experiences and now support and campaign for improved approaches to chronic pain management. Semi-structured interviews of 10 participants who independently support others through some form of chronic pain advocacy or support were conducted online. Data were digitally recorded, transcribed, and analysed using reflexive thematic analysis, through a critical realist and constructivist lens. Data were interpreted to represent a journey into chronic pain advocacy, represented by three overarching themes. Advocacy as healing incorporates sub-themes of pain trauma, gaining knowledge, and using my experience for good. Unequal partnership includes respect and unmet needs from institutions. The final theme, evolution, relates to two sub-themes of pushing boundaries and personal growth. Participants talked about the dual benefit of their contribution to pain advocacy, both in terms of helping others and also their own personal benefit. Overall findings indicated that pain advocacy can take multiple and various forms. Commonly, our participants who took on the role of pain advocacy were motivated by their own early difficult experiences, both navigating their pain and healthcare systems, and by a wish for others to not have similar difficult experiences. Having taken on the role, despite its challenges, rewards can include recognition and personal growth.

Perk or Peril? Making Sense of Member Differences When Interorganizational Collaboration Begins

Team member differences can be found in various characteristics and be seen as both perks and perils. But what makes one group focus on certain dimensions and differences’ positive implications, while another collective notices other aspects and sees trouble ahead? We address this question in the context of interorganizational teams’ first stages, when impressions are limited and valuations must be made promptly. Our findings from in-depth interviews offer a sensemaking perspective on perceived otherness and explicate when and why differences are interpreted as helping or hindering collaborative practices. Moreover, we illuminate how coorientation and representation dynamics shape otherness perceptions and valuations.

When (Non)Differences Make a Difference: The Roles of Demographic Diversity and Ideological Homogeneity in Overcoming Ideologically Biased Decision Making

Increasing demographic diversity is undoubtedly important and can aid in debiasing decision makers. Yet, the promises of demographic diversity are not always realized due to social integration problems. We consider why and for whom differences combined with homogeneity make a difference for groups in terms of integratively complex thinking and ideological decision making. Although research has shown that decision makers often rely on political biases, that work has not addressed when and why decision-making groups are able to overcome these biases—a pervasive concern in today’s politically polarized social milieu. Drawing on the common in-group identity model and research on integrative complexity, we theorize that demographic diversity ultimately yields less ideological decision making because it prompts integrative complexity; however, demographic diversity only accrues this benefit in the presence of ideological homogeneity. We also reason that the relationship between integrative complexity and reduced ideological decision making emerges for more conservative (versus more liberal) groups. We find support for our expectations using a natural experiment of judges on the U.S. Courts of Appeals. Supplemental analyses indicate that working within a demographically diverse and ideologically homogeneous group also positively predicts integrative complexity in future decision-making groups. Finally, we find that demographic and ideological diversity can substitute for one another, but no additional integrative complexity benefits accrue when both are present. We discuss implications of this research in light of the ongoing conversation about the value of diversity and today’s polarized political climate.

Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1647 .

Enhancing Diversity in the Ophthalmology Workforce

Health care teams are most effective at addressing complex problems and improving health outcomes for underserved populations when team members bring diverse life experiences and perspectives to the effort. With rates of visual impairment expected to increase in the United States by 2050, especially among minority populations, diversification of the ophthalmology workforce will be critical in reducing disparities in access to and quality of vision health care. Currently, ophthalmology is less diverse with respect to race, ethnicity, and gender than graduating medical classes and other medical specialties, as well as the general US population. In addition, data on diversity in sexual orientation and gender identity, socioeconomic status, and disability are lacking in ophthalmology. The Minority Ophthalmology Mentoring and Rabb-Venable Excellence in Ophthalmology Programs are examples of initiatives to increase racial and ethnic diversity in the workforce and can serve as models for increasing other aspects of inclusiveness. Other strategies for improving vision health care for all Americans include continuing to support existing diversity programs and creating new ones; addressing unconscious and implicit bias in medical school, residency, and faculty selections; conducting holistic reviews of medical school and residency applications; diversifying selection committees and leadership; and encouraging faculty development of underrepresented groups.

Disparities in Vision Health and Eye Care

Significant disparities in vision health and eye care exist. To achieve health equity, we must understand the root causes and drivers of health disparities and inequities, including social determinants of health and systemic racism.

Personality similarity predicts synchronous neural responses in fMRI and EEG data

Successful communication and cooperation among different members of society depends, in part, on a consistent understanding of the physical and social world. What drives this alignment in perspectives? We present evidence from two neuroimaging studies using functional magnetic resonance imaging (fMRI; N = 66 with 2145 dyadic comparisons) and electroencephalography (EEG; N = 225 with 25,200 dyadic comparisons) to show that: (1) the extent to which people’s neural responses are synchronized when viewing naturalistic stimuli is related to their personality profiles, and (2) that this effect is stronger than that of similarity in gender, ethnicity and political affiliation. The localization of the fMRI results in combination with the additional eye tracking analyses suggest that the relationship between personality similarity and neural synchrony likely reflects alignment in the interpretation of stimuli and not alignment in overt visual attention. Together, the findings suggest that similarity in psychological dispositions aligns people’s reality via shared interpretations of the external world.

The Philosophy of Outliers: Reintegrating Rare Events Into Biological Science

Individual variation in morphology, physiology, and behavior has been a topic of great interest in the biological sciences. While scientists realize the importance of understanding diversity in individual phenotypes, historically the "minority" results (i.e., outlier observations or rare events) of any given experiment have been dismissed from further analysis. We need to reframe how we view "outliers" to improve our understanding of biology. These rare events are often treated as problematic or spurious, when they can be real rare events or individuals driving evolution in a population. It is our perspective that to understand what outliers can tell us in our data, we need to: (1) Change how we think about our data philosophically, (2) Fund novel collaborations using science "weavers" in our national funding agencies, and (3) Bridge long-term field and lab studies to reveal these outliers in action. By doing so, we will improve our understanding of variation and evolution. We propose that this shift in culture towards more integrative science will incorporate diverse teams, citizen scientists and local naturalists, and change how we teach future students.

Making the case for workforce diversity in biomedical informatics to help achieve equity-centered care: a look at the AMIA First Look Program

Developing a diverse informatics workforce broadens the research agenda and ensures the growth of innovative solutions that enable equity-centered care. The American Medical Informatics Association (AMIA) established the AMIA First Look Program in 2017 to address workforce disparities among women, including those from marginalized communities. The program exposes women to informatics, furnishes mentors, and provides career resources. In 4 years, the program has introduced 87 undergraduate women, 41% members of marginalized communities, to informatics. Participants from the 2019 and 2020 cohorts reported interest in pursuing a career in informatics increased from 57% to 86% after participation, and 86% of both years' attendees responded that they would recommend the program to others. A June 2021 LinkedIn profile review found 50% of participants working in computer science or informatics, 4% pursuing informatics graduate degrees, and 32% having completed informatics internships, suggesting AMIA First Look has the potential to increase informatics diversity.

The Diversity Gap: When Diversity Matters for Knowledge

Can diversity make for better science? Although diversity has ethical and political value, arguments for its epistemic value require a bridge between normative and mechanistic considerations, demonstrating why and how diversity benefits collective intelligence. However, a major hurdle is that the benefits themselves are rather mixed: Quantitative evidence from psychology and behavioral sciences sometimes shows a positive epistemic effect of diversity, but often shows a null effect, or even a negative effect. Here we argue that to make progress with these why and how questions, we need first to rethink when one ought to expect a benefit of cognitive diversity. In doing so, we highlight that the benefits of cognitive diversity are not equally distributed about collective intelligence tasks and are best seen for complex, multistage, creative problem solving, during problem posing and hypothesis generation. Throughout, we additionally outline a series of mechanisms relating diversity and problem complexity, and show how this perspective can inform metascience questions.

The Imperative for Diversity and Inclusion in Interventional Radiology

OBJECTIVE. The purpose of our study was to review key social justice and competitive advantage arguments for diversity in interventional radiology (IR) to substantiate the need for a more inclusive workforce. CONCLUSION. As a specialty based on innovation and flexibility of thought, IR is well positioned to be a driver of diversity and inclusion in medicine. The status quo is far from ideal. Social justice and business advantage arguments provide us with the imperative for change.

Investigating the “Socio” in Socio-Technical Development: The Case for Psychological Safety in Agile Information Systems Development

One constitutional part of project management is the management of teams, their actions, and their social mechanisms. Team processes, behavior, and agile practices used by team members play important parts in the success of projects. To reap benefits from these highly interactive and social-focused practices, team members need to feel safe to speak freely. We propose a model that conceptualizes the effects of psychological safety and (social) agile practices on team performance. The proposed model combines recent research from organizational psychology and agile information systems development to provide a better understanding of the team-level effects. Our findings from three case studies conducted in two large insurance companies and one software development company suggest that social agile practices positively influence psychological safety, transparency, communication, and ultimately productivity.

Diversity and Inclusion-Why Does It Matter

Otolaryngology has historically lagged behind other specialties with respect to diversity, equity and inclusion (DEI) and remains one of the least diverse specialties as it relates to gender, race and ethnicity. Strategies aimed at increasing DEI include programs designed to provide mentorship, coaching, and sponsorship. Pipeline efforts, inclusivity on committees, bi-directional communication, and equal pay are additional DEI efforts that have been successful in recruiting and retaining those under-represented in medicine (URiM). Closing the equity gap requires commitment; daily action and measuring progress is required. Finally, use feedback to make refinements as opportunities exist to continually improve DEI efforts.

Into the fray: Adaptive approaches to studying novel teamwork forms

Novel forms of teamwork—created by rapid change and growing diversity among collaborators—are increasingly common, and they present substantial methodological challenges for research. We highlight two aspects of new team forms that challenge conventional methods. Factors pertaining to change (e.g., in membership) create entitativity challenges such as whom to count as team members, while factors pertaining to difference (e.g., in expertise) create concordance challenges such as how to interpret disagreement in groups. We review research methods that are well-suited to each of these specific challenges. We identify the particular challenges of studying teams that exhibit high difference and change simultaneously and call for adaptive methods that enable insight into how they work. Clarity about the dimensions of deviation from ideal team forms, along with shared terminology, will help researchers make and discuss tough methodological choices and assist reviewers in evaluating them.

Clustering knowledge and dispersing abilities enhances collective problem solving in a network

Diversity tends to generate more and better ideas in social settings, ranging in scale from small-deliberative groups to tech-clusters and cities. Implicit in this research is that there are knowledge-generating benefits from diversity that comes from mixing different individuals, ideas, and perspectives. Here, we utilize agent-based modeling to examine the emergent outcomes resulting from the manipulation of how diversity is distributed and how knowledge is generated within communicative social structures. In the context of problem solving, we focus on cognitive diversity and its two forms: ability and knowledge. For diversity of ability, we find that local diversity (intermixing of different agents) performs best at all time scales. However, for diversity of knowledge, we find that local homogeneity performs best in the long-run, because it maintains global diversity, and thus the knowledge-generating ability of the group, for a longer period.

Using agent-based models of a problem-solving task in a network, the authors show that clustering people of similar knowledge maintains solution diversity and increases long run system collective performance. Clustering those with similar abilities, however, lowers solution diversity and performance.

Diversity within management levels and organizational performance: employees’ perspective

Purpose

The purpose of this paper is to investigate the relationship between employees’ perceptions of diversity within management levels (i.e. senior management, middle management and lower management levels) and perceived organizational performance. The study also examines differences in perceptions of diversity within different levels of management across nature and ownership forms of organizations.

Design/methodology/approach

Primary data were gathered from a sample of 400 employees from 162 organizations of diverse industries operating in India. Statistical techniques like analysis of variance and stepwise multiple regressions were used to analyze the data.

Findings

Employee perceptions of diversity at the senior, middle and lower management levels of organizations are weakly, most significantly and positively, and negatively related to perceived organizational performance. It has also been found that the perceptions of diversity within different levels of management differ across nature and ownership forms of the organization.

Research limitations/implications

The study relies on self-reported questionnaires as the method of data collection, which can lead to common-method bias. Hence, further studies can collect data by using multiple sources. In addition, future researchers can employ both subjective and objective measures to fetch results that are more valid.

Practical implications

To harvest the benefits of diversity, organization should foster positive perceptions among employees toward diversity.

Originality/value

The study gives new insight into why employees’ perceptions are significant in considering the possible outcomes of diversity.

Perceived roles of women directors on supervisory boards: Insights from a qualitative study

The (under-)representation of women on corporate boards is much debated among the public as well as in academia. In our exploratory article, we contribute to the literature by investigating women directors’ perceived roles by interviewing female as well as male board members and by employing the critical incident technique to address potential problems of social acceptancy. In the perception of board members, women directors fulfil three roles: they widen the boards’ perspectives and thus act as (unique) experts, they objectify discussions and they act as mediators.

Clean up your network: how a strike changed the social networks of a working team

Purpose

This paper aims to analyse the impact of an intra-team conflict on the social relations within a team. The team conflict was triggered by a strike action which separated the team in two groups, the strikers and the worker, who continued to work. After the strike was settled, all had to work again cooperatively. This paper analyses how the strike action affects work and private social networks among workers.

Design/methodology/approach

The authors combine a qualitative ethnographic approach with quantitative network data.

Findings

The authors find that the strike action led to a separation between the former group of strikers and non-strikers. While the subgroups become more cohesive and their social network density increased, the links between both groups diminished.

Research limitations/implications

This study reveals that strikes and the accompanying separation of the workforce can improve social relations within the team, if individuals behaved alike during the conflict.

Practical implications

For managers, the results raise questions concerning typical managerial behaviour during strikes, as managers frequently trigger separation by trying to convince some individuals to continue to work. Instead, groups may even improve their performance after a strike, if they were allowed to behave alike by all joining the strike or refraining.

Originality/value

This study is the first to analyse social relations after a conflict. The authors combine qualitative and quantitative data and show the evolution of a social network after a strike. Moreover, they separate private communication flows and work-related communication and show that both networks do not necessarily evolve equally after a conflict.

The Role of Diversity Exposure in Whites’ Reduction in Race Essentialism Over Time

Despite multidisciplinary theorizing on the consequences of the changing racial demographics in the United States, few studies have systematically examined how exposure to racial diversity may impact White individuals’ lay beliefs about race. In a longitudinal study, we explored whether living in a racially diverse environment with a high multiracial population was related to White individuals’ endorsement of race essentialism and its downstream consequences. Endorsement of race essentialism decreased over time, and greater diversity of acquaintances over time was associated with this decrease. Race essentialism reduction also corresponded with a decrease in modern racism and social dominance orientation, and an increase in cognitive flexibility, over time. These findings are consistent with the idea that a racially diverse social context can shape endorsement of race essentialism and lead to social and cognitive benefits for White individuals.

Twenty years of group processes and intergroup relations research: A review of past progress and future prospects

The 20th anniversary of Group Processes & Intergroup Relations offers an opportunity to reflect on progress in research. We describe the changing context of research and the scope and progress in the field. This special issue includes reviews by distinguished scholars in the areas of social identity, ideology, crowds, intergroup contact, crossed and multiple social categorization, communication, majority–minority conflict, group-based emotion, group decision making, group performance, ostracism, and social-cognitive development. Achievements and current knowledge in all of these areas are raising significant new questions, challenges, and opportunities for future research, strongly demonstrating the growing scientific strength and societal relevance of research in group processes and intergroup relations.

From deep-level similarity to taking charge

Purpose

The purpose of this paper is to examine the relationships between supervisor-subordinate deep-level similarity and employee taking charge behavior. Face consciousness (FC) and managerial competency of inclusion (MCI) are examined as moderators.

Design/methodology/approach

Responses from 193 employees and 51 supervisors were examined using hierarchical linear analysis to assess the relationship between the study variables because employee responses were nested within supervisor.

Findings

Supervisor-subordinate deep-level similarity is positively associated with employee taking charge behavior. Employee FC moderates the relationship between deep-level similarity and taking charge. MCI also moderates the relationships between deep-level similarity and taking charge.

Research limitations/implications

The study is cross-sectional; longitudinal studies are needed to examine the relationships among study variables over time. This work should also be extended to the western context. The findings highlight deep-level similarity as predictive of taking charge while also identifying MCI and FC as important for understanding what predicts taking charge.

Practical implications

The findings can be used to develop managerial training programs that foster competency of inclusion. It is possible to develop organizational interventions (selection and training) to maximize employees and manager congruence/fit.

Originality/value

This study is a novel contribution that investigates facet of proactive behaviors. Examining the moderating roles of FC and MCI further elucidates how similarity fosters taking charge behaviors.

Is there a relationship between the diversity characteristics of nursing students and their clinical placement experiences? A literature review

BACKGROUND

There has been an increase in ethno-cultural, linguistic, and socio-demographical diversity in students enrolling in undergraduate nursing programs. Diversity also involves other characteristics, but little is known about how diversity impacts on the clinical experiences of nursing students.

AIM

The aim of this review is to identify studies which describe the clinical placement experiences of nursing students who have a broad range of diversity characteristics.

METHODS

Major databases were searched and original studies published from 2003 to 30 June 2013 were eligible for inclusion. An expanded definition of diversity was used to include characteristics such as ethnicity, language, age, religion, gender, socioeconomic status, carer responsibilities, sexual orientation and special needs/disability.

FINDINGS

Male gender and speaking English as a second language are diversity characteristics associated with a less positive clinical experience. These students are also more likely to leave their nursing program. Mature-aged students and those from ethnic minority groups were also noted to have a less positive clinical experience and in some cases, this also increased attrition. However, it was difficult to determine the impact of these characteristics alone as they appeared to be linked with other characteristics such as financial difficulties and carer responsibilities in the case of mature-aged students, and language and international student status in the case of ethnicity.

CONCLUSIONS

Given the significant benefits associated with preparing a diverse nursing workforce, it is an imperative to better understand the impact of diversity on nursing students to ensure that every placement becomes a positive and valuable learning experience.

Exploring the Hidden-Profile Paradigm

Much of our knowledge of team information processing has been influenced by the hidden-profile paradigm. In this review, we employ the input–mediator–outcome (IMO) team effectiveness framework to organize a systematic and comprehensive review of the knowledge accumulated in this area during the last three decades. The use of the IMO framework highlights important aspects of team dynamics that have received limited attention in past studies. Building on our analysis of the literature, we discuss significant theoretical questions that remain to be answered and propose methodological changes that would broaden and enhance our current understanding of team information processing. We suggest that the hidden-profile paradigm has reached maturity in terms of the permutations of Stasser and Titus’s original conceptualization and conclude by proposing that future research should move toward exploring novel settings that move closer toward embracing the dynamic and complex nature of team information processing.

Diverse According to Whom? Racial group membership and concerns about discrimination shape diversity judgments

People often treat diversity as an objective feature of situations that everyone perceives similarly. The current research shows, however, that disagreement often exists over whether a group is diverse. We argue that diversity judgments diverge because they are social perceptions that reflect, in part, individuals' motivations and experiences, including concerns about how a group would treat them. Therefore, whether a group includes in-group members should affect how diverse a group appears because the inclusion or apparent exclusion of in-group members signals whether perceivers can expect to be accepted and treated fairly. Supporting our claims, three experiments demonstrate that racial minority group members perceive more diversity when groups included racial in-group members rather than members of other racial minority groups. Moreover, important differences exist between Asian Americans and African Americans, which underscore the need for more research to explore uniqueness rather than commonalities across racial minority groups.

The Psychological Benefits of Creating an Affirming Climate for Workplace Diversity

Workforce diversity has been described as a double-edged sword; it has the potential for positive and negative outcomes. To better understand why and how diversity leads to positive outcomes, we examined the relationship between employee perceptions of diversity climate perceptions and intent to turnover. We explored the role of four psychological outcome variables (organizational commitment, climate for innovation, psychological empowerment, and identity freedom) as possible mediators of this relationship. Racial and gender subgroup differences were also examined. Survey data were collected from 1,731 public employees. Findings suggest that when employees perceive equal access to opportunities and fair treatment, intent to turn over decreases. Furthermore, these relationships are significantly mediated by psychological outcomes. Implications for diversity management and training are discussed.

A Review of Diversity Conceptualizations

In an attempt to develop a means for researchers to reach a common understanding of the substantive meaning of diversity, this article first reviews different approaches to diversity conceptualizations, identifying three common threads that are incorporated in various diversity definitions. Our discussion examines the variety of diversity conceptualizations by addressing the three key aspects that present two general trends that emerge in the literature. We then propose a framework to unify the fragmented definitions and understandings of diversity. The implications for practice and future research are also discussed.

Implications of the Protestant work ethic for cooperative and mixed-motive teams

The investigation of teams and teamwork in cooperative (e.g., group brainstorming and team decision-making) and mixed-motive (e.g., negotiation) contexts has been carried out through a variety of lenses and disciplines. One lens that has not been used to rigorously theorize about and empirically investigate teams is that of ideologies. In this review, we juxtapose the study of a particular status-related ideology, the Protestant work ethic (PWE), in cooperative and mixed-motive contexts. We begin with an analysis of PWE, and then discuss 3 sets of empirical findings. In particular, we consider the association of PWE with (a) motivational orientations; (b) greater perceptions of personal control; and (c) justification of status differences. Given these associations, we theorize how PWE might affect cooperative and mixed-motive teamwork, suggesting that PWE will exert largely positive effects among cooperative teams, but will produce more varied effects among mixed-motive teams.

Racial Healthcare Disparities: A Social Psychological Analysis

Around the world, members of racial/ethnic minority groups typically experience poorer health than members of racial/ethnic majority groups. The core premise of this article is that thoughts, feelings, and behaviors related to race and ethnicity play a critical role in healthcare disparities. Social psychological theories of the origins and consequences of these thoughts, feelings, and behaviors offer critical insights into the processes responsible for these disparities and suggest interventions to address them. We present a multilevel model that explains how societal, intrapersonal, and interpersonal factors can influence ethnic/racial health disparities. We focus our literature review, including our own research, and conceptual analysis at the intrapersonal (the race-related thoughts and feelings of minority patients and non-minority physicians) and interpersonal levels (intergroup processes that affect medical interactions between minority patients and non-minority physicians). At both levels of analysis, we use theories of social categorization, social identity, contemporary forms of racial bias, stereotype activation, stigma, and other social psychological processes to identify and understand potential causes and processes of health and healthcare disparities. In the final section, we identify theory-based interventions that might reduce ethnic/racial disparities in health and healthcare.

Demographic diversity, value congruence, and workplace outcomes in acute care

Nursing scholars and healthcare administrators often assume that a more diverse nursing workforce will lead to better patient and nurse outcomes, but this assumption has not been subject to rigorous empirical testing. In a study of nursing units in acute care hospitals, the influence of age, gender, education, race/ethnicity, and perceived value diversity on nurse job satisfaction, nurse intent to stay, and patient satisfaction were examined. Support was found for a negative relationship between perceived value diversity and all outcomes and for a negative relationship between education diversity and intent to stay. Additionally, positive relationships were found between race/ethnicity diversity and nurse job satisfaction as well as between age diversity and intent to stay. From a practice perspective, the findings suggest that implementing retention, recruitment, and management practices that foster a strong shared value system among nurses may lead to better workplace outcomes.