An Examination of Interracial Contact:The Influence of Cross-Race Interpersonal Efficacy and Affect Regulation
Abstract
The ability of employees to interact cooperatively and collaboratively is the fulcrum of competitive advantage for organizations operating in pluralistic environments. Contact theory suggests several conditions under which effective interpersonal relationships across racial, ethnic, and cultural groups may occur. Research examining the contact hypothesis has been mixed. The explanation of this inconsistency in the research generally centers on procedural rather than cognitive aspects of the interactions. This article discusses the contact hypothesis with respect to social cognitive functioning of interaction participants. We propose that positive outcomes from application of the contact hypothesis may be influenced by the individual employees' level of cross-race interpersonal efficacy and affect regulation. An investigation of the influence of cross-race interpersonal efficacy and affect regulation may lead to a more developed theoretical understanding of the variance currently associated with the application of the contact hypothesis.
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Human resource development literature suggests employees need training to develop cross-race interpersonal efficacy.
“This approach is supported by human resource development literature, which suggests that employees need training to develop their cross-race interpersonal efficacy (Combs & Griffith, 2007).”
From In Pursuit of Antiracist Social Justice: Denaturalizing Whiteness in the Academic Library (2015) · cites this paper as Combs & Griffith, 2007
Cites
A meta-analytic test of intergroup contact theory.
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“Although contact theory has demonstrated favorable results in recent meta-analytic studies (Pettigrew & Tropp, 2006), theorists contend research has not adequately mapped out how interacting partners produce relationships that decrease prejudice (Pettigrew, 1998).”
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In Pursuit of Antiracist Social Justice: Denaturalizing Whiteness in the Academic Library
Brook, F., Ellenwood, D., & Lazzaro, A. E. (2015) · Library Trends · doi:10.1353/lib.2015.0048 · Cited by 133 · see citing works
- Authors
- Combs, G. M., & Griffith, J.
- Affiliations
- University of Nebraska–Lincoln (US)
- ORCID
- Combs, Gwendolyn M.
- Venue
- Human Resource Development Review
- Publisher
- SAGE Publications
- Published
- 2007-09
- Volume
- 6
- Issue
- 3
- Pages
- 222-244
- ISSN
- 1534-4843 (ISSN-L)
- 1552-6712
- OpenAlex
- W2137181156
- Cited by
- 20
- References
- 8
- Citations by year
- 2022: 2 · 2021: 1 · 2018: 3 · 2017: 1 · 2016: 2 · 2015: 1 · 2014: 4 · 2013: 1 · 2012: 2
- FWCI
- 2.25
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Human Resource Development Review (publishedVersion)
- Lincoln (University of Nebraska) (submittedVersion)
- Topics
- Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Sociology and Political Science › Conflict Management and Negotiation
- Keywords
- interracial contact, contact hypothesis, emotion regulation, intergroup relations, social cognition, multicultural workplaces, employee cooperation, pluralistic organizations
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