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This study was designed to contribute to the extant literature by discovering the perceptions of restaurant employees and managers toward equal opportunities in restaurant labor and working in a diversity-rich restaurant work environment.

A qualitative research approach was utilized. Through in-depth interviews, data were collected purposefully from restaurant workers in different positions (e.g. managers, servers, chefs and cooks) in the USA.

As a result of content analysis, different perspectives emerged on equal employment opportunity and diversity in restaurant labor. While some employees and managers believe that restaurant labor has equal employment opportunities, others think there is a lack of equal employment opportunity and partial equal employment opportunity in the industry. Most participants perceive working in a diversity-rich restaurant work environment as beneficial (an opportunity to learn about different cultures and an opportunity to learn different experiences and approaches).

To the best of our knowledge, this is the first paper to explore employees' and managers' perceptions of equal employment opportunity and diversity in the hospitality labor context, specifically restaurant labor. Therefore, the research findings will create value for scholars to understand the view on equal employment opportunity and diversity in restaurant labor. Further, it will assist practitioners in designing their labor structure regarding equal employment opportunity and diversity management for the future.

In this chapter, the authors outline some of the history of the role of diversity in research and research management, how this has changed and the consequences it has for a workable definition of diversity. We describe the benefits and challenges when working with diversity as research managers and administrators (RMAs) in international research producing organisations (RPOs). The challenges differ in different parts of the world which brings new complexities to navigate. It is shown how the agendas of internationalisation and diversity do not always work well together due to cultural and political perspectives in areas including race, age, gender identity, sexual orientation and other characteristics. The authors suggest how ‘Cultural Intelligence’ (CI) can be used as a frame for RMAs working with diversity and internationalisation both in a pre- and post-award phase and outline some specific steps and initiatives RMAs can take to create equitable and inclusive research and research environments based on their practical experience in the sector.

This research aims to explore whether or not the widely adopted diversity management strategy of Japanese firms aids female self-initiated expatriates' careers. Japan is famous for its male-dominated society (e.g. Hofstede, 2003), which seems to conflict with the recent fading of this strategy in Japanese firms. To what extent does the strategy work for Japanese organisations and how do female self-initiated expatriates perceive it?

An interview-based qualitative methodology is used to collect testimony from female self-initiated expatriates who are currently working fulltime in Japanese firms. The interviews were conducted with 22 female expats who come from 13 different countries.

Although the strategy aims for equality, gender still matters in Japanese society and within firms. The interviews found that male-centred rules set out every single step for local employees' behaviours. “Male things” are defined everywhere at work, which makes female expats sceptical of Japan and Japanese firms. The dynamics of the male-based rule seem to eliminate female expats from the centre of organisational society.

Discussion over female expatriates has been increasing due to the frequent movement of international labour to Japan. Also gender fairness has been pushed by the international community, including Japanese. These factors, however, have yet to be explored in the context of the Japanese workplace for female international expatriates. What do we know about female expats working in Japan? What does the male dominance mean for female expats? This study provides an initial insight on female and expatriate diversity management in Japan.

Introduction: The concept of diversity encompasses not only an individual’s self-perceptions but also perceptions of others. It exerts an influence on individuals’ social interactions. The promotion of workforce diversity within an organisation holds considerable importance for several reasons. These include the impact of globalisation, the amalgamation of ideas stemming from diverse ethnic groups, the inclusive progress facilitated by individuals from varying economic and religious backgrounds, and the unique perspectives brought to work by those hailing from different regions of the country.

Purpose: Literature exhibits that the perception of organisational justice is a crucial factor in elucidating the dynamic between subordinates and their supervisors, and its consequential effect on the long-term viability of the enterprise.

Methodology: The research reports responses from 107 Delhi NCR employees. Before the main investigation, a pilot study with 20 employees was conducted for assessing the scale’s reliability and validity.

Findings: The current study has provided evidence indicating that different dimensions of organisational justice have a significant impact on individual work behaviour, specifically task performance behaviour (TP), employee silence (ES), and organisational counterproductive behaviour (CBP). Moreover, this impact is influenced by several factors, including emotional intelligence (EI), social desirability, and the age of employees.

The article aims to investigate how washing practices focused on appeasing sceptics of diversity work in for-profit organizations play out in corporate online communication of diversity and inclusion efforts, and how these enable communication to a wide audience that includes social equity advocates.

Online corporate communication data of diversity and inclusion themes were compiled from the websites of eight Swedish-based multinational corporations. The data included content from the companies’ official websites and annual reports and sustainability reports as well as diversity and inclusion-themed blog posts. A thematic analysis was conducted on the website content.

The study showcases how tensions between conflicting external demands are navigated by keeping the communication open to several interpretations and thereby achieving multivocality. In the studied corporate texts on diversity and inclusion, this is achieved by alternating between elements catering to a business case audience and those that appeal to a social justice audience, with some procedures managing to appease both audiences at the same time.

The article complements previously described forms of washing by introducing an additional type of washing – business case washing – an articulation of the business case rhetoric that characterizes the diversity management discourse. While much has been written about washing to satisfy advocates of social change and equity, washing to appease shareholders and boardroom members, who are focused on profit and economic growth, has received less attention. The article suggests that online corporate communication on diversity and inclusion, by appeasing diverse audiences, can be seen as aspirational talk.

Although existing literature abounds with actual diversity research, there is scant work on perceived diversity. This research aims to investigate the impact of employees' perception of workplace diversity on job satisfaction and turnover intentions. Further, the research analyses the gender-moderating effect between the hypothesized connection.

Current research work uses a structural equation modeling (SEM) approach to analyze the hypothesized connection with 222 full-time employees working in the Indian service sector.

Study results showed that employees' perception of workplace diversity has a significant negative impact on job satisfaction, while having a significant positive effect on employees' turnover intentions. Moreover, employees' perception of workplace diversity does not vary across gender.

Though research work on perceived diversity is scant and growing at a slow pace, the current study adds to the diversity studies by assessing diversity through employees' perceptions instead of gleaning the actual diversity index.

This paper aims to analyse the influence of workforce diversity on the firm’s likelihood to develop organisational innovations. Operationalising human resources diversity is not straightforward, and its effect has been rather overlooked in the context of non-technological innovations. This study analyses the impact of task-related diversity among research and development (R&D) unit workers and women R&D workers, in particular.

To estimate the impact of task-related diversity on firm propensity to undertake organisational innovation, this study uses a generalised linear model (GLM) – with a binomial family and log–log extension. GLMs are used to control problems of over-dispersion, which, in models with binary response variables, could generate inaccurate standard error estimates and provide inconsistent results.

This paper provides three important results. Firstly, employee diversity increases the firm’s propensity to engage in organisational innovations. Secondly, the influence of each facet of task-related diversity varies depending on the type of organisational innovation considered. Thirdly, gender has an effect on the innovation process; this study shows that women play a different role in the production of non-technological innovations.

This paper makes several contributions to the literature. Firstly, it makes a theoretical contribution to research on innovation management by considering the influence of human resources diversity on the development of non-technological innovations. Secondly, this study analyses the role of workforce diversity in an R&D department context to clarify the contribution made by women R&D workers.

Creativity is a strongly context related, collective and collaborative task across multiple boundaries that are of immaterial and material nature. Numerous factors play a role in the emergence of creativity. Leadership styles and diversity have undoubtedly an impact on team creativity. Creative teams face many processes inherent paradoxes which leaders and members need to balance and overcome together. According to the observations and research findings discussed in this chapter, effective management of diversity for creativity requires a ‘humble leadership’ style as well as different communication competencies and strategies. This book chapter provides theoretical and practical insights for those responsible for diversity management in creative teams, based on two empirical studies conducted between 2019 and 2022. Competencies and strategies are presented that may help leaders and teams navigate through highly dynamic, paradoxical interaction processes and, thus, turn their diversity into a creativity asset. In addition, a glimpse of the Team Creativity Navigator (TCN) is offered, which is a new assessment and development tool that supports leaders’ and team members’ learning processes for inclusive, creativity enhancing collaboration. As such, our chapter is an empirically based conceptual contribution with the objective of providing practitioners (and researchers) with insights into appropriate strategies to boost creativity in diverse teams.

An individual engages in a façade of conformity by attempting to appear to embrace their organization's values when, in truth, they do not. While numerous studies investigate the negative outcomes associated with facades of conformity, fewer studies consider its antecedents. Therefore, this study aims to investigate the association between diversity-related influences – including individuals' beliefs, other unit members' beliefs, unit gender diversity and unit racial diversity – and individuals' propensities to engage in a façade of conformity.

This paper administered an online survey to 2,122 employees nested within 151 units located at a hospital site located in the southeastern United States. Hierarchical linear modeling and relative weights analyses were used to test the study hypotheses which aimed to determine how objective diversity and perceptions associated with diversity increase or diminish facades of conformity.

In this paper individuals' and other unit members' beliefs that their organization values diversity were negatively associated with facades of conformity; however, there was a positive association between unit gender diversity and facades of conformity. There were no statistically significant associations involving unit racial diversity or interactive effects. Overall, the results indicate that it is less likely that employees will engage in façades of conformity when diversity is valued within organizations.

By further expanding understanding of the concept of façades of conformity within the humanities and social sciences literature, this study highlight the importance of allowing and encouraging employees to “be themselves.”