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Afghanistan is an ethnically diverse country which has suffered from many negative consequences caused by mismanagement of diversity, low levels of education, and political acrimony among different groups. The paper seeks to discuss how cultural and ethnic diversity can lead to civil unrest and make management of a country more complex. When diversity is not managed well, its consequences can be high levels of conflict, animosity, discrimination, corruption, and distrust among different ethnic groups.

This is a conceptual paper. It covers the realities of ethnic, religious and language diversity in Afghanistan based on first hand observations and experience along with findings from the literature.

The paper suggests that diversity education along with an ethical climate is especially crucial for Afghanistan if the aim is to create an inclusive culture where everyone's voice is heard, understood and integrated for implementation. A diversity continuum model for inclusivity is created for managers, expatriates, diversity officers, government officials, and educators so they can use it for their training and development programs in their efforts to create a fair work climate in Afghanistan.

This paper is limited to personal observations and experiences along with a review of literature from experts who write about diversity and corruption.

Managers, employers, and employees can use this material for training to create diversity awareness, provide diversity management skills, and to reduce unfair, discriminatory, and corrupt practices.

Employees of all ethnicities should know their rights and work toward the creation of an inclusive culture in Afghanistan.

This is an original paper and the inclusivity model is created by the author for this study.

This paper aims to explore the impact of a company's diversity strategy on employees’ attitudes and behaviors at the workplace. Specifically, the paper seeks to test the relationship between perceived diversity climate and employee's organizational loyalty with mediating role of perceived organizational support.

The paper is based on survey based empirical research. Measurements of predictor and criterion variables were temporally separated and the hypothesized relationships were investigated by using a structural equation modelling approach.

The findings show that perceived organizational support mediates the positive relationship between perceived diversity climate and employee's organizational loyalty, after controlling for the demographic factors.

This paper relies on self‐report surveys for data collection from a single organization. Future studies should consider multiple organizations for generalizability and collect data through multiple methods to avoid common‐method bias.

The paper suggests that management should adopt a strategic approach to diversity management for building employees’ organizational loyalty, which will help them counter talent attraction and retention problems.

This study contributes to the diversity management literature by investigating how the company's diversity strategy influences employees’ attitudes and behaviors at the workplace.

This paper aims to present the challenges facing women in India due to the intersectionality of gender and other forms of identities impacting on their personal and professional lives by exploring the intersection of gender, colour, caste, ethnicity, religion, marital status, and class as sources of discrimination against women in Indian society and workplaces.

The approach is discussing the socio‐cultural traditions leading up to the complexities of multiple intersections of identity for women living and working in India, offering a paradigm shift from Western issues of gender equality towards understanding women's empowerment issues within the Indian context.

Indian women are marginalized in their access to education and healthcare, and they are also compromised in their personal and professional development by being undervalued, underemployed and under‐rewarded. The social implications are the impact of awareness, changing attitudes and corporate social responsibility interventions towards improving the quality of life of women in India. Multinational corporations as well as Indian organizations may be influenced to implement diversity policies and practices beyond individual identities to incorporate the complex intersectionality that is the reality and dilemma of the challenges faced by Indian women in society, in professional careers and within organizations.

Readers will find originality and value in understanding the complexities of gender equality issues in India as compared to other countries and contexts. It can inform researchers, academics, practitioners and policy makers on how to address the disparities and discrimination against women and guide comparative discourses between India and other countries towards eliminating discrimination against women.

The purpose of this paper is to make a case for empirical research for British Pakistani managerial and professional women, a group who have remained invisible in organization studies; to give voice to their experiences, to highlight the issues and challenges they are facing as women who have careers, their perceptions of what they are and how they have reached where they are and where do they think they would be going while taking an all‐inclusive view of the historical/social/culture/religious context.

The paper undertakes a comprehensive re‐examination of the intersectional approach. An approach of gender with ethnicity and with religion and nationality or diaspora is suggested, in order to capture identities and focuses on relationship between gender and other categories of difference, in particular gender.

A review of race/ethnicity in organization studies in the UK reveals the homogenizing of ethnicities and a gap, as there is a lack of focused research on a large ethnic group in the United Kingdom. The paper then argues for intersectionality as being the most valid method as a means of analysis of a complex phenomenon, as it bridges partly the theoretical gap between critical theory and liberalism or deconstructionist tradition.

Empirical research on this marginalized group of women will highlight the structures and systems that are created and maintained. These may be self‐created and self‐perpetuated, but unless and until voice has been given to their experiences they will remain unknown.

Rich research discussion that occurs at conferences is rarely made accessible after the event. This paper aims to report on two “equality diversity and inclusion” (EDI) conferences held in Auckland, New Zealand, in 2008 and 2011. It summarises, compares and contrasts the processes and content of the conferences as well as identifying research trends and suggesting future research directions.

Text from the abstracts and transcribed audio recordings of conference discussions and presentations were analysed for similarities and differences. Two of the authors completed individual analyses of each of the conferences before reaching consensus on the overall themes.

Enduring EDI concerns over the two conferences were: identity, change practices and context. At the 2008 conference, three linked categories permeated discussion: methodologies, identity and practices for effective change. Over the intervening three years, research volume grew and differentiated into speciality areas. At the 2011 conference, methodological enquiry was less visible, but was intertwined through content areas of differentiated identities (sexuality, ethnicity, and gender), roles (leadership and management) and context (country, sport, and practice).

This paper distils research trends from two conferences and suggests directions for research.

The paper provides a bounded overview of developments and changes in the EDI sub‐discipline. Rich research discussion often occurs informally at conferences but is not made widely available. This paper aims to share conference discussions, research trends and potential directions for research.