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Bridging Caste Divides: Middle-Status Ambivalence, Elite Closure, and Lower-Status Social Withdrawal

dc.contributor.authorBhardwaj, Arjun
dc.contributor.authorMishra, Sushanta Kumar
dc.contributor.authorQureshi, Israr
dc.contributor.authorKumar, Kunal Kamal
dc.contributor.authorKonrad, Alison M.
dc.contributor.authorSeidel, Marc-David
dc.contributor.authorBhatt, Babita
dc.date.accessioned2023-04-12T04:17:53Z
dc.date.issued2021
dc.date.updated2022-01-23T07:18:31Z
dc.description.abstractNetwork theory and research have identified the powerful dynamic of homophily whereby individuals are more likely to connect with similar rather than dissimilar others. However, less is known about when individuals might connect with dissimilar others to enhance organizational diversity benefits and mitigate social exclusion. This study builds upon prior evidence linking homophily to both elite group closure and lower-status self-segregating social withdrawal to propose a new dynamic of middle-status ambivalence toward homophily, generating a greater propensity toward diversity. Indian society offers a unique context of a legally codified, stable, three-tiered status hierarchy to test the idea that middle-status individuals will develop the most diverse networks. Using a unique longitudinal friendship network dataset, we find empirical support for our prediction, a novel contribution extending classic homophily theory. In addition, due to potent status dynamics we theorize and find that lowest-status group members initiate more ties over time but also exhibit lower tie stability and greater losses of early ties than higher-status group members, resulting in the appearance of lowest-status group homophilous withdrawal. Overall, we advance homophily theory and offer practical suggestions for organizations seeking to enhance social ties across diversity and improve the effectiveness of social inclusion policies.en_AU
dc.description.sponsorshipThis paper draws on research that is sup-ported by funding from the Social Sciences and Humanities Research Council (SSHRC) of Canada, SSHRC Grant No. 410- 2011- 0842. The fifth author is grateful for support from the Corus Entertainment Chair in Women in Management at the Ivey Business School. We would like to thank Priyanka Pandey (World Bank) and Magsaysay Awardee Sandeep Pandey for sharing their valuable insights on the Indian caste hierarchy. An earlier version of the paper was presented at the 2016 meeting of the Academy of Management in Anaheim, Californiaen_AU
dc.format.mimetypeapplication/pdfen_AU
dc.identifier.issn0022-2380en_AU
dc.identifier.urihttp://hdl.handle.net/1885/289144
dc.language.isoen_AUen_AU
dc.publisherBlackwell Publishing Inc.en_AU
dc.rights© 2021 The Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd.en_AU
dc.sourceJournal of Management Studiesen_AU
dc.subjectcasteen_AU
dc.subjecthomophilyen_AU
dc.subjectfriendship tiesen_AU
dc.subjectmiddle-statusen_AU
dc.subjectelite closureen_AU
dc.subjectsocial withdrawalen_AU
dc.subjecttie seekingen_AU
dc.subjecttie stabilityen_AU
dc.titleBridging Caste Divides: Middle-Status Ambivalence, Elite Closure, and Lower-Status Social Withdrawalen_AU
dc.typeJournal articleen_AU
local.bibliographicCitation.issue8 Specialen_AU
local.bibliographicCitation.lastpage2136en_AU
local.bibliographicCitation.startpage2111en_AU
local.contributor.affiliationBhardwaj, Arjun, University of British Columbiaen_AU
local.contributor.affiliationMishra, Sushanta Kumar, Indian Institute of Management Bangaloreen_AU
local.contributor.affiliationQureshi, Israr, College of Business and Economics, ANUen_AU
local.contributor.affiliationKumar, Kunal Kamal, Indian Institute of Management Udaipuren_AU
local.contributor.affiliationKonrad, Alison M., Ivey Business Schoolen_AU
local.contributor.affiliationSeidel, Marc-David, University of British Columbiaen_AU
local.contributor.affiliationBhatt, Babita, College of Business and Economics, ANUen_AU
local.contributor.authoruidQureshi, Israr, u1047606en_AU
local.contributor.authoruidBhatt, Babita, u1047594en_AU
local.description.embargo2099-12-31
local.description.notesImported from ARIESen_AU
local.identifier.absfor350709 - Organisation and management theoryen_AU
local.identifier.absseo150302 - Managementen_AU
local.identifier.ariespublicationa383154xPUB22191en_AU
local.identifier.citationvolume58en_AU
local.identifier.doi10.1111/joms.12763en_AU
local.identifier.scopusID2-s2.0-85114309524
local.publisher.urlhttps://www.wiley.com/en-gben_AU
local.type.statusPublished Versionen_AU

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