Despite growth in the presence of workplace diversity and realization that diversity management is important, a great deal remains unknown about the causes and consequences of employees' level of support for diversity. This is unfortunate because employee support is one of the key determinants of whether diversity is managed effectively or poorly. Accordingly, the present paper develops a theoretical model outlining individual-level antecedents and consequences of employee endorsement of diversity. Moreover, the model also identifies several contextual factors that lead diversity endorsement or opposition to either remain passive or promote behavioral action.
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