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The purpose of this paper is to explore the relationship between employer brand dimensions and employer of choice (EOC). The paper also analyses the role of person-organisation fit in transferring employer brand dimensions to EOC status, and the moderating role of social media in the relationship between person-organisation fit and EOC.

Factor analysis has been conducted to validate the “employer attractiveness” scale for identifying the dimensions of employer brand. Structural equation modelling has been used to conduct mediation and moderation analysis. The results are based on the perceptions of college students regarding employer brand dimensions and EOC status.

The paper provides empirical insights on how the person-organisation fit helps in transferring employer brand dimensions to EOC status. The results indicate that the person-organisation fit acts as a full mediator, indicating that for becoming a EOC, the dimensions of employer brand must be linked to the person-organisation fit. Also, the moderation analysis results highlight the importance of social media towards obtaining EOC status.

The authors believe that the study is the first of its kind to investigate drivers of EOC, and to identify the role of the person-organisation fit as a mediating variable and social media as a moderating variable.

The study aims to investigate the usage of diversity and inclusion (D&I) signals in communications for employer branding through digital channels made by European companies.

A quali-quantitative content analysis approach was employed to detect the usage of D&I signals of the top 43 European companies ranked in the 2021 Refinitiv Diversity and Inclusion index. These signals were organized according to Plummer's Big 8 diversity's dimensions. A correlation analysis was conducted to verify a relationship between D&I initiatives and digital communication for employer branding on corporate websites and LinkedIn. Descriptive statistics were used to analyze the D&I dimensions' pervasiveness in digital communications and relevance on LinkedIn.

The results show that the correlation exists only between D&I initiatives and communication on the corporate website, while LinkedIn is still underused in this field. The most pervasive and relevant D&I dimensions for European companies are “Gender” and “Sexual Orientation”.

This paper enriches employer branding research by providing original insights into the use of D&I dimensions in digital communications.

Due to their multifarious backgrounds, multinational enterprises from emerging economies offer unique research opportunities to push the boundaries of our understanding knowledge of diversity management in transitional contexts. In that regard, Central and Eastern European multinationals present a blind spot in diversity management research.

This article examines the extent to which context shapes the discourse on diversity management in the Oil and Gas industry across Central and Eastern Europe (CEE) through a qualitative approach based on content analyses of corporate communication data matched with data on national institutional contexts.

The data suggests a lack of effective pro-diversity pressures across CEE except for cultural pressure in European Union member countries. However, CEE Oil and Gas companies report a broader scope of diversity management than studies of Western counterparts suggest. Companies with subsidiaries in Western countries show convergence towards etic diversity approaches, while local and regional companies are more divergent.

This article defines the boundary conditions of diversity management in the Oil and Gas industry across nine CEE countries and how they impact the diversity discourse in the industry. This article also showcases the impact of foreign market presence in the West as a driver for diversity management reporting.

The purpose of this study is to propose and test a model on the impact of diversity over performance using a Portuguese national wide comprehensively matched employee–employer dataset of small businesses.

The study uses structural equation modeling to analyze the relationships between variables. The study addresses the impact of top managers and employees' diversity on firm performance considering two dimensions of diversity: knowledge diversity and social diversity.

The study provides a clear understanding of how workforce diversity affects performance differently at the two hierarchical levels. Both employees' diversities have stronger relations to performance than the diversity of top managers. Results point out to idiosyncratic aspects of services firms' dynamics that should be further explored.

The study presents some limitations, since it uses data from a single country and the dataset provides limited variables.

The study offers evidence on the effects of diversity in small businesses alerting managers to acknowledge such influence when recruiting, selecting and training. With regard to services firms, managers should pay close attention to negative impacts of diversity over performance.

Never before to the authors' knowledge the managers' level diversity and employees' level diversity (considering two dimensions each) effect on performance have been addressed in a single national wide study.

The paper's aim is to examine how diversity management discourse reproduces heteronormative essentialist notions of identity in organisations.

This is a critical analysis of diversity management discourse that draws upon concepts, frames and the language of queer theory and insights from social identity construction to offer an alternative approach to reconceptualising diversity management. The key question of the paper is: what are the conceptions of identity underpinning the diversity management discourse and how do they reproduce heteronormativity?

The paper unveils the reproduction of binaries in diversity management discourse. Possible counter strategies from queer theory are proposed to alter the diversity management discourse.

This paper offers a first reading of diversity management discourse against the grain from a queer perspective and offers possible points of departure for altering diversity management discourse.

Workforce diversity is widely believed to enhance the knowledge and perspectives of organizations. The purpose of this study is to synthesize the existing diverse literature on workforce diversity and to enlighten the avenues for future research in managing workforce diversity.

This study performs a comprehensive review of empirical and conceptual studies published on workforce diversity and its outcomes in the top 13 peer-reviewed leading management journals between 1990 and 2019.

The assessment of diversity literature reported mixed and inconsistent results that are the critical challenges of diversity management. Furthermore, most studies have not individually identified the problems of diversity dimensions. To understand the problems, this study has divided the different dimensions of diversity (e.g. age, gender, race, education, functional background and tenure) and their results, supported by various theories. The findings of this study suggested a different reason for existing conflicts and proposed a future research agenda.

To overcome the challenges of diversity, this study has proposed the future research agenda for future research. to take optimum advantage of workforce diversity, this study contributes a theoretical perspective that enhances the understanding of existing diversity in organizations and develops diverse organizations.

Diversity management plays a significant role in the organization’s outcomes. This study seeks to provide a brief review of the history of diversity management and to identify the articles published on diversity management since 1991. A systematic review of the literature has been carried out to understand the literature in more detail to know the future scope of research.

This study provides a comprehensive systematic review of quantitative, qualitative and theoretical studies published in leading peer-reviewed management journals from 1991 to 2018 and identifies 123 articles that fall within its established search inclusion criteria.

The literature review highlighted several aspects related to diversity management. The findings of the study revealed that there is a high concentration of researches in the USA and most number of articles published in the Academy of Management Journal. Although diversity management is a very emerging topic across the globe in management literature yet there is a lack of research in developed countries. Furthermore, most studies are found empirical in nature and the majority of the studies were published during the period of 1996–2000. This finding suggests that age, gender and racial diversity have been repeatedly discussed in diversity management research while other forms of diversity have given less attention

This study is one of the first systematic studies that describe the in-depth analysis of diversity management literature. The significant contribution of this study is to propose the integrated model with contemporary trends and patterns of results reported in diversity research, as well as contextual factors that have received more attention to date.

Successful developers need to manage a large number of cooperation partners and find innovative solutions for specific tasks, as each real estate project is somehow unique. Thus, the question arises as to whether intelligent group formation for real estate development calls for more or rather less diverse project groups.

This paper aims to test the impact of group diversity on overall group performance with a unique data set. The authors collected the results of 150 project assignments from real estate executive education students at the IREBS Real Estate Academy from 2010 until 2016.

The authors find that group results were impacted positively for groups with disparity in work experience and ability. Differences in sex and age did not yield any measurable impact, neither positive nor negative.

To the best of the authors’ knowledge, this is the first time that the relationship between work group diversity and group performance was tested for real estate educational projects. The authors believe that the results are highly relevant for all university work, for which teams have to cooperate on complex rather than basic assignments and problems. Moreover, they are the first to develop a framework that combines diversity theories with a clear distinction between three diversity concepts.

Temporal dimensions of work is about how individuals perceive the concept of “time”. Time is the critical success factor in any organisation. This article focuses on the theme time, diversity and team performance with an attempt to emphasise that time acts as a mediator between the group and its performance in organisations. The question addressed in this paper is whether the different temporal dimensions of the diverse work force affects the team performance. The study also attempts to understand the impact of task meaningfulness, performance norms and organizational temporal orientations on the team performance in diverse work force.