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This paper aims to examine diversity management (DM) practices in leading private-sector organizations in Iran.

The study draws on in-depth interviews with 23 human resource management (HRM) executives and supervisors in nine private sector companies in Iran, and presents the analysis conducted using MAXQDA software.

The results categorize DM practices into four subsystems of HRM, i.e. recruitment and selection, training, performance management, and reward management. These practices indicate the inclusion of diversity-sensitive criteria and consideration of equal opportunity in the HRM subsystems.

The findings advance a contextual understanding of DM in a developing country. Considering DM practices in HRM subsystems may provide an effective way to help managers address workforce diversity in organizations.

Corporate diversity encompasses the different talents, knowledge, cultures, experiences and values of its employees. This diversity is reflected in multiple characteristics, such as race, age, gender, social class, religion, sexual orientation, ethnicity, culture and disability. The objective of this study is to identify if diversity is a value driver.

We take the diversity score from the Diversity Leaders Index 2023 published by Financial Times (FT) and Statista; this will be our independent variable in linear regression models whose objective variables are relevant fundamental indicators of the Euro Stoxx 50 companies. It is, therefore, a cross-sectional sample with financial data taken as of the current date. We have 37 Euro Stoxx 50 components included in the diversity ranking.

The results indicate that diversity is not a value driver for trading volume, for its revenue, or for systematic risk measured by the beta parameter. However, it is observed, in a confidence interval of 90%, that the most diverse companies are larger (according to their market capitalization). In addition, the most diverse companies are more profitable [return on assets (ROA)] and valued by the market [price to earnings ratio (PER)] in a confidence interval of 95%.

These results indicate that companies should promote corporate diversity as a management strategy, as it is observed that more diverse companies are more profitable and valued by the market. This study provides a quantitative vision in the context of homogeneous companies such as the Euro Stoxx 50 Index on the aspects in which diversity is a value driver.

Transformation and involvement from every organizational function are essential in creating a diverse and inclusive workplace. The paper explores the role of training and development (T&D) interventions in building a diverse and inclusive workplace.

Through the review of existing research studies, the authors report and discuss how T&D function supports fostering a diversity and inclusion (D&I) mindset in the workplace and propose an organizational schema that facilitates the systematic design and implementation of T&D interventions for D&I.

Based on the literature an organizational schema was developed which indicated that to foster a D&I mindset in the workplace, it is important that diversity training is designed after considering established diversity theories. Further diversity training can be conducted in two phases, where phase 1 would focus on awareness training and phase 2 on skill training. This would lead to an increase in employee competency development including knowledge, skills, behavior, and a positive attitude toward a D&I mindset.

HR and training managers can benefit from the paper indicating that for achieving effective results from diversity training, it must draw insights from established diversity theories. Through the organizational schema discussed in the paper, organizations can minimize the negative attitude and behavior that emerge from social categorization with the help of systematic T&D where employees are made self-aware of their prejudice and discrimination and further equipped with relevant skills to manage diversity.

A positive mindset incorporated by employees at a workplace with reference to Diversity & Inclusion through structured D& I training can percolate beneficially to the society as a whole.

The study is a rare one that explores the impact of T&D on D&I. The novelty of the research lies in the organizational schema presented in the study exploring how HR practitioners must systematically design T&D for D&I combining both theory and practice to achieve long-term organizational diversity management objectives.

Successful knowledge transfer (KT) between younger and older workers (YW and OW, respectively) is critical for organizational success, especially in light of the recent surge in employment volatility among the youngest and oldest segments of the workforce. Yet, practitioners and scholars alike continue to struggle with knowing how best to facilitate these exchanges. The qualitative study offers insight into this phenomenon by exploring how KT unfolds in YW/OW dyads.

The authors performed a reflexive thematic analysis of semistructured interviews with two samples of blue- and white-collar younger/older workers from the USA (N = 40), whereby the authors interpreted the “lived experiences” of these workers when engaged in interdependent tasks.

The analysis, informed by social exchange theory and exchange theories of aging, led to the development of the knowledge transfer process model in younger/older worker dyads (KT-YOD). The model illustrates that, through different combinations of competence and humility, KT success is experienced either directly (by workers weighing the perceived benefits versus costs of KT) and/or indirectly (through different bases of trust/distrust perceived within their dyads). Further, humility in dyads appears to be necessary for KT success, while competence was insufficient for realizing KT success, independently.

In exposing new inner workings of the KT process in YW/OW dyads, the study introduces the importance of humility and brings scholars and organizations a step closer toward realizing the benefits of age diversity in their workplaces.

This study aims to build upon resource orchestration theory to theorize and empirically test a model that demonstrates how knowledge assets and innovation ambidexterity trigger a synergy in favor of firm performance.

Drawing on a survey of 158 Iranian knowledge-intensive companies, this study uses the partial least squares based on structural equation modeling to test the research hypotheses.

The results show that two elements of knowledge assets, namely, structural and relational capital, indirectly affect firm performance through the full mediation of innovation ambidexterity. The findings indicate that human capital has no relationship with both innovation ambidexterity and firm performance.

This study offers fresh insights into the issue of how organizations can create value from an effective orchestration of various strategic resources and capabilities, including knowledge assets and innovation ambidexterity.

This study applies resource orchestration theory to concurrently the areas of knowledge resources and organizational ambidexterity to show how innovation ambidexterity plays a role in translating three various knowledge assets into performance.

Since the 1980's, diversity management (DM) has been regarded as a relevant scholarly and practical endeavour laden with different and often contrasting rationales and conceptualisations. In this regard, the current literature on DM largely differentiates between two overarching approaches – the instrumental and the critical approach with varying conceptualisations and underlying understandings of DM. The purpose of this paper is to discuss how a paradox lens can be utilised to bridge existing understandings of diversity management.

The authors aim to discuss the current state of DM literature and reconceptualise DM from a paradox lens.

The authors argue that the use of a paradox lens on DM allows for challenges to be brought forward instead of ignored or hidden away by illuminating and actively acknowledging both the liberating but also the challenging and oftentimes constraining experiences for the actors involved. Thus, a Paradox lens offers space for embracing and utilising paradoxes when working with diversity.

Diversity management is no new concept in the field of human resource management and several scholars argue that the longstanding divide between the instrumental and critical approach remains problematic and limiting for the practice of DM. Hence, the value of reconceptualising DM from a paradox lens lies in bridging the two approaches in order to give way to viewing DM as a nuanced, dynamic and multifaceted practice that can accommodate complexity and contradictions in new and potentially beneficial manners.

With every successful organization embracing various facets of diversity in this new era, one such facet that is lesser talked about but has huge potential to bring organizational success is “Generational Diversity.” This paper emphasizes the significance of multiple generations in the workplace and suggests organization led strategies for achieving the benefits of generational diversity.

This paper draws on extant literature and knowledge in the field of generational diversity. By reviewing the characteristics, values, work styles and perspectives of multiple generations, this paper offer several strategies to successfully manage and leverage generational diversity.

This paper provides an overview of generational diversity and insights on its relevance at workplace. Besides, it also enlists and emphasizes eight different strategies that can help the organizations embrace and leverage the strengths of multiple generations at workplace.

Diversity & Inclusion (D&I) teams responsible for nurturing a diverse and inclusive culture at work can design and implement the strategies specified in this paper as per the suitability of their cohort(s) of employees to achieve the benefits of multigenerational workforce in organizations.

Generational diversity at workplace is an important factor toward achieving organizational success. For organizations with age-diverse workforce driving relentlessly toward success, there is a need to design and implement customized strategies and practices for managing multiple generations successfully. This study attempts to address this need by highlighting several organization led strategies to manage multiple generations successfully at workplace.

The purpose of this study is to extend the findings from a very limited number of studies that have focused on the potential antecedents of firm diversity. Specifically, the authors examined the extent to which a set of firm-level diversity management initiatives, which included diversity, equity and inclusion (DE&I) policies and oversight structures, senior leader values and utility perceptions about DE&I and DE&I dissemination strategies, may be related to firm-level reported diversity – overall, and that which is specific to gender, ethnicity, race and disability.

The data for this study were gathered from a national sample of 200 US restaurant and foodservice companies during the third quarter of 2021 by an independent data collection firm.

After controlling for firm size, age, ownership structure and chain affiliation, the results from a series of regression analyses showed that formal diversity management policies and procedures (e.g. policies beyond those legally mandated), structural oversight of diversity management initiatives (e.g. designated diversity leader) and beliefs among senior leaders regarding the utility of diversity management initiatives, were positively related to firm-level diversity. There were also several notable differences in the significance of the findings across the four diversity groups, indicating support for a contingency explanation.

There are two unique contributions to this study. First, by considering a more support-based (vs compliance and control) approach to managing DE&I that is authenticated by senior leadership’s beliefs about the utility of DE&I, the findings advance the understanding of the nature and scope of diversity management initiatives that may influence firm-level diversity – in general, as well as that which may be specific to restaurant and foodservice settings. Additionally, the findings offer industry-specific insights regarding the extent and relevance of DE&I policies and practices that have been adopted by restaurants and foodservice organizations and prescriptive guidance for future inquiry on this topic.

The current article investigates the impact of generational diversity on knowledge sharing and group performance. It, further, explores the moderating effects of intergenerational climate, boundary-spanning leadership, and respect in facilitating greater knowledge sharing and enhanced group performance.

The authors applied partial least square structural equation modeling to test the model, using a sample of 635 employees working in the banking industry.

Results indicate that generational diversity negatively influences knowledge sharing among employees at work. However, the moderating roles of intergenerational climate and boundary-spanning leadership aid in mitigating this negative affect and facilitate knowledge sharing among employees, thereby, resulting in better group performance.

The study extends extant literature on generational diversity and differences by examining its impact on knowledge sharing and group performance. Further, the study also contributes by highlighting intergenerational climate and boundary-spanning leadership as key facilitators in promoting knowledge sharing among employees. Future research may include other industries/contexts to widen the generalizability of the findings and a longitudinal design to ascertain the causal effects.

This study identifies the need to effectively manage multigenerational workforce to capitalize on the unique benefits of each generation. An intergenerational climate free from ageist attitudes and employing leaders possessing boundary-spanning abilities would help organizations to create an inclusive workplace.

The authors attempt to explore the relationship between generational diversity, knowledge sharing, and group performance through the moderating effects of intergenerational climate and boundary-spanning leadership, which has not been studied in the past.

Age is one of the critical factors used by many organizations to determine employees' performance. It is being considered in the retirement process of construction professionals. However, age as a critical factor is not considered in the recruitment of a specific set of workers in the construction industry. Therefore, this study investigated the significant relationship between the ages of tradespeople and their performance in construction projects. The study also explored the age at which performance begins to decline and proposes strategies that can be used to sustain their effectiveness before the official retirement age.

Mixed methods research designs were adopted in the study. To be precise, physical observations, interviews and questionnaires were the instruments used for data collection in the mixed methods research design.

The outcomes of the study revealed that the age groups of tradespeople in the Nigerian construction industry are 16–30 (group one), 31–45 (group two) and 46–58 (group three) respectively. Group three is the prevalent age group. It was also discovered that performance begins to decline at 53 years. The age-performance decline of tradespeople in Nigerian construction projects can be delayed through certain strategies such as regular strength training exercises and an adequate nutritional lifestyle.

The study enables construction managers to have an adequate understanding of the negative influence of old age on the performance of tradespeople in construction projects. This will enable construction firm managers to recruit from the age range of 16–52 and stop retiring employees within this age bracket, consequently curbing the skills gap which is prevalent in the study context and the global construction industry. The study is limited to tradespeople performance in construction firms in Abuja, Nigeria where there are several ongoing projects on a daily basis.

The study enables project managers to estimate the number of tradespeople required for a particular task and consequently save the aged tradespeople from health risks associated with excessive workloads.

This paper is the first of its kind to be conducted in the study context, to establish the specific age at which performance begins to decline among construction tradespeople.