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Diversity practices: Learning responses for modern organizations

Richard Allen (Associate Professor of Management, University of Chattanooga at Tennessee, Chattanooga, USA. Tel: 423‐425‐4686, E‐mail: charlesswhite@hotmail.com)
Gail Dawson (Assistant Professor of Management, University of Chattanooga at Tennessee, Chattanooga, USA. Tel: 423‐425‐4686, E‐mail: charlesswhite@hotmail.com)
Kathleen Wheatley (Assistant Professor of Management, University of Chattanooga at Tennessee, Chattanooga, USA)
Charles S. White (Professor of Management, University of Chattanooga at Tennessee, Chattanooga, USA)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 1 December 2004

Abstract

Diversity has increasingly become a “hot‐button” issue in corporate, political, and legal arenas. While many organizations have embraced diversity, others still consider it merely an issue of compliance with legal requirements. Effective diversity management has historically been used to provide a legally defensive position; that is, a firm with a diverse workforce could argue that they were not guilty of discrimination because of the prima facie case based on their workforce demographics representing the demographics of the local community. However, in more recent years, the view of diversity has dramatically changed to a more proactive concept.

Keywords

Citation

Allen, R., Dawson, G., Wheatley, K. and White, C.S. (2004), "Diversity practices: Learning responses for modern organizations", Development and Learning in Organizations, Vol. 18 No. 6, pp. 13-15. https://doi.org/10.1108/14777280410564185

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited