To explore how Critical Management Studies can be used to frame a strategy to effect change and promote diversity and inclusion in organizations.
Drawing on the experience gained from a large multi-sector action research project aimed at promoting equality, diversity and inclusion in organizations, this chapter proposes a multilayer [Critical] Ecological Model.
While early critical theorists were committed to effecting change, the rise of post-modern critical theory eroded the ground on which to stand, widening the gap between theory and practice. Secondly, the chapter asserts the importance of linking empirical research and critical theory in order to advance equality seeking projects. Thirdly, the chapter provides a [Critical] Ecological model that bridges theory and action in Critical Management Studies, based partly on experience from a large community-based research project. The need for a multifaceted approach to advance equality and inclusion emerged as a way to bridge ideological differences among actors and academics committed to effecting social change.
By addressing directly the challenges of theoretical rifts as well as differences in research focused on micro, meso and macro levels, the chapter builds a framework to allow different stakeholders – scholars, practitioners, activists and change agents across sectors – to take action in advancing inclusion and equality as well as an understanding of interactions between levels.
While sharing similar goals, many approaches to change are fragmented on the level of analysis and by underlying paradigms. This chapter is unique in its focus on ways to bridge theory and practice and to develop a framework for action that accommodates equality seeking theorists and activists working on several levels.
Cukier, W., Gagnon, S., Mae Lindo, L., Hannan, C. and Amato, S. (2014), "A [Critical] Ecological Model to Enabling Change: Promoting Diversity and Inclusion", Getting Things Done (Dialogues in Critical Management Studies, Vol. 2), Emerald Group Publishing Limited, Bingley, pp. 245-275. https://doi.org/10.1108/S2046-6072(2013)0000002017
Emerald Group Publishing Limited
Copyright © 2013 Emerald Group Publishing Limited