ABSTRACT
This chapter through a case study of elite professional service firms, argues that hiring is more than a process of skills sorting; it is also a process of cultural matching between candidates, evaluators, and firms. Cultural similarities affects candidate evaluation through three processes: organizational processes encouraging selection on cultural fit; cognitive processes, whereby similarities contributes to greater understanding and valuation of candidates' qualifications; and affective processes, whereby similarities generates excitement and increases the likelihood that evaluators would fight for candidates in deliberations. Selecting new hires based on cultural similarity represents a dual-edged sword that both enables and constrains organizations' attempts to diversify and opportunities for candidates from traditionally underrepresented groups in the competition for elite jobs. The chapter demonstrates that it can challenge traditional sex and racial inequalities by providing new opportunities for women and ethnic minorities.
