Martin N. Davidson
Martin N. Davidson
Johnson & Higgins Professor of Business, Sr. Associate Dean, Chief Diversity Officer
Verified email at - Homepage
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Mentoring in the preparation of graduate researchers of color
MN Davidson, L Foster-Johnson
Review of educational research 71 (4), 549-574, 2001
Styles of inhibiting emotional expression: Distinguishing repressive coping from impression management
DA Weinberger, MN Davidson
Journal of personality 62 (4), 587-613, 1994
When excuses don't work: The persistent injustice effect among Black managers
M Davidson, RA Friedman
Administrative Science Quarterly, 154-183, 1998
Rethinking political correctness
RJ Ely, DE Meyerson, MN Davidson
Harvard business review 84 (9), 78, 2006
Inclusion: What can I and my organization do about it
MN Davidson, BM Ferdman
The Industrial-Organizational Psychologist 39 (4), 80-85, 2002
The end of diversity as we know it: Why diversity efforts fail and how leveraging difference can succeed
MN Davidson
Berrett-Koehler Publishers, 2011
The role of emotion in negotiation: The impact of anger and race
MN Davidson, L Greenhalgh
Research on negotiation in organizations 7, 3-26, 1999
The engines of positive relationships across difference: Conflict and learning
MN Davidson, EH James
Exploring positive relationships at work, 137-158, 2017
Managing Diversity and Second‐Order Conflict
RA Friedman, MN Davidson
International Journal of Conflict Management 12 (2), 132-153, 2001
Warning third parties: the ripple effects of Tarasoff
DL Rosenhan, TW Teitelbaum, KW Teitelbaum, M Davidson
Pac. LJ 24, 1165, 1992
The value of being included: An examination of diversity change initiatives in organizations
MN Davidson
Performance Improvement Quarterly 12 (1), 164-180, 1999
Diversity and inclusion: What difference does it make
MN Davidson, BM Ferdman
The Industrial-Organizational Psychologist 39 (2), 36-38, 2001
Know thine adversary: The impact of race on styles of dealing with conflict
MN Davidson
Sex Roles 45, 259-276, 2001
What is good isn't always fair: On the unintended effects of framing diversity as good
S Trawalter, S Driskell, MN Davidson
Analyses of Social Issues and Public Policy 16 (1), 69-99, 2016
Cycles of resistance: How dominants and subordinants collude to undermine diversity efforts in organizations.
MN Davidson, KL Proudford
Taylor & Francis Group/Lawrence Erlbaum Associates, 2008
The Black-White gap in perceptions of discrimination: Its causes and consequences.
R Friedman, MN Davidson
Elsevier Science/JAI Press, 1999
A matter of difference—Diversity and drawing the line: Are some differences too different?(Or: who’s in, who’s out, and what difference does it make?)
BM Ferdman, MN Davidson
The Industrial-Organizational Psychologist 39 (3), 43-46, 2002
Inclusion and power: Reflections on dominance and subordination in organizations
MN Davidson, BM Ferdman
The Industrial-Organizational Psychologist 40 (1), 62-67, 2002
Some learning about inclusion: Continuing the dialogue
BM Ferdman, MN Davidson
The Industrial-Organizational Psychologist 41 (4), 31-37, 2004
Positive organizing in a global society: Understanding and engaging differences for capacity building and inclusion
LM Roberts, LP Wooten, MN Davidson
Routledge, 2015
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