Utilizing identity‐based resistance for diversity change: a narrative approach

Abstract

Purpose

This article seeks to analyze retrospective and emergent narratives in a changing organization. It aims to uncover the emic meanings of resistance to diversity change.

Design/methodology/approach

This article is based on interpretative research in a German high‐tech company, informed by the anthropological frame of mind.

Findings

The organization studied needs to cope with an increasing number of foreign employees. As narrative analysis showed, English language and diversity are associated negatively with an organizational dark age. In the past, a focus on sameness and on German language has been a successful counter‐strategy. Yet, in the present, this strategy forces German and non‐German employees into a dichotomist relationship that hinders diversity change. Through narrative analysis, other values of the past, such as caring for each other, and the metaphor of organization as family, are discovered. These concepts are highly adaptable to the new present and should be supported and facilitated in order to create trans‐cultural sameness.

Research limitations/implications

The contribution of this article is to show how to utilize identity‐based resistance for organizational change, in this case diversity change. Emergent and retrospective narratives of the self are a viable tool of analysis.

Originality/value

Identity‐based resistance to change originates in the inability to link the past collective self to present conditions. This is often seen as an obstacle to change. This article uncovers the emic meanings of resistance, thereby utilizing it for diversity change.

Citation

Mahadevan, J. (2012), "Utilizing identity‐based resistance for diversity change: a narrative approach", Journal of Organizational Change Management, Vol. 25 No. 6, pp. 819-834. https://doi.org/10.1108/09534811211280582