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This paper aims to introduce the theme of the special issue – diversity management beyond the business case. It addresses two main questions: first, how increased…
This paper aims to introduce the theme of the special issue – diversity management beyond the business case. It addresses two main questions: first, how increased diversification within workgroups or labour is dealt with via diversity management, and second what the effects are of this increased diversity for group performance.
The different contributions are embedded into two important discussions in the literature: problems with the concept of diversity and problems with outcomes of diversity management.
Reflecting on the contributions to this special issue, it is argued that solely emphasizing business case arguments for supporting the implementation of diversity management may be rather risky. They conclude with a plea for emphasis on arguments of justice and sustainability of the employment relationship and discuss future avenues for research.
The paper shows the difficulty of universally applying the concept of diversity and diversity management. In addition, it shows that the claimed positive impact of diversity management is contingent on several factors.
In this chapter, we examine the interrelationship between politics of neo-liberalism and practices of equality and diversity at work. In so doing, we illustrate how…
In this chapter, we examine the interrelationship between politics of neo-liberalism and practices of equality and diversity at work. In so doing, we illustrate how macro-national politics, in particular the contemporary neo-liberal expansion, impact the definitions, activities, beneficiaries and overall impact of diversity management at the organisational level. The chapter focuses on three fundamental assumptions of neo-liberalism, beliefs in the utility of deregulation (voluntarism), individualism and competition in order to organise economic and social life. The chapter goes on to examine the reflection of these neo-liberal beliefs on construction of diversity management in contexts where neo-liberal politics dominate. The chapter concludes by a critical assessment of how diversity can be freed from the clutches of neo-liberalism, which merely serves to limit the repertoire and imagination of interventions for diversity management.
This chapter focuses on the underlying levers of diversity management, namely inclusive leaders, authenticity, networking and visibility, and clear career paths in two…
This chapter focuses on the underlying levers of diversity management, namely inclusive leaders, authenticity, networking and visibility, and clear career paths in two best practice cases. The aim of our research is to provide the strategic orientation of developing diversity management through business education in Slovenian business environment based on best practice cases as well as content analysis of 104 responses within management course at the Faculty of economics University of Ljubljana.
Qualitative joint content analysis was selected to analyze the data, in order to quantify qualitative data collected, by understanding its context.
Based on findings, the conceptual model of diversity management curriculum is introduced.
Limitations of the Study
Limitations of the study are in the open-ended questionnaire design in addition to analyzing only two purposely chosen best practice cases, which do not provide for the overall state of diversity management in Slovenia.
Discussion is based on the findings of diversity management inclusiveness, offering also concrete theoretical and practical implications for deans, academic community, as well as students who want to practice inclusive diversity management.
Our chapter raises awareness on diversity management development and implementation on the basis of identified good practice examples. By presenting Slovene cases and analyses of the diversity management implementation, we promote the value of inclusion and diversity in the workplace.
Our chapter presents two original case analyses within Slovene diversity management and offers the conceptual model of diversity management curriculum.
Building on recent theoretical insights from the institutional logics perspective, we examine organizational dynamics in the loosely coupled field of corporate diversity…
Building on recent theoretical insights from the institutional logics perspective, we examine organizational dynamics in the loosely coupled field of corporate diversity management to develop a theory of the process of logic instantiation. We consider a case in which firms subscribed to the same institutional logic, the business performance logic for diversity management, but varied in adoption of diversity mentoring practices. Employing an inductive and iterative approach to analyze over 50 interviews with diversity managers at large U.S. corporations, we explain how four organizational factors mediated the process of logic instantiation in these firms: (1) the diversity manager’s interpretation and framing of the business performance logic, (2) the formal diversity goals of the firm, (3) the relative organizational power of the diversity manager, and (4) the accepted definition of “diversity.” We discuss implications for theories of social action and diversity management.
The sociological and demographic reality of recent decades has meant that western companies have seen an evolution towards greater diversification among their staff…
The sociological and demographic reality of recent decades has meant that western companies have seen an evolution towards greater diversification among their staff members. The implementing of a diversity policy in a company cannot be reduced to a managerial fashion or fad, to professional rhetoric or to a set of superficial or illusory initiatives, but it can aim at social transformation. That is why, in this chapter, the authors have chosen to portray the deployment of such an approach from the standpoint of an organisation-changing process, which can, at the same time, alter the language, the standards and the practices of the organisation and led them at the end to identify three managerial levers capable of transforming team diversity into performance enhancers.
The purpose of this paper is to examine the role of diversity management on postmergers and acquisitions (M&A) performance. Building on prior literature, it investigates…
The purpose of this paper is to examine the role of diversity management on postmergers and acquisitions (M&A) performance. Building on prior literature, it investigates whether a firm ability to harmonize people with different backgrounds and to deal with uncertainty and dynamics in the diverse work environment will affect post-M&A performance either directly or through its interactions with acquirer-target characteristics.
This paper used panel regression analysis on a sample of 218 M&As conducted by listed large US firms across industries.
Results show that the diversity management of an acquiring firm positively influences post-M&A performance. This paper also finds support for diversity management having a more significant moderating role where merged firms have a bigger size difference and higher industry relatedness.
The primary contribution of this study is in testing and finding evidence to support the claim that diversity management is a useful factor in predicting post-M&A performance. The success of post-M&A integration should be considered alongside the extent of firm capabilities to manage internal diversity.
Diversity management is now a well-established field of research in organisation and management studies. Yet, the majority of the managing diversity studies are based on…
Diversity management is now a well-established field of research in organisation and management studies. Yet, the majority of the managing diversity studies are based on quantitative research, whereas some others use qualitative data or case studies in order to explore issues related to diversity management. This chapter is a rare example, which offers an analysis of empirical data by incorporating both qualitative and quantitative methods. As the mainstream diversity management literature engenders a tendency to de-contextualise the diversity management process by isolating it from its socio-economic and organisational settings, overlooking the issues of power which are embedded in organisational processes of diversity management is particularly relevant. But the agency of diversity managers, who are the most visible actors in the process of managing diversity, still continues to be an under-researched area. This chapter acknowledges that diversity managers, whose agency is relational and multi-layered, are important actors in diversity management process, using a Bourdieuan approach in order to understand diversity managers as a professional group through the combined explanatory power of individual, organisational and societal influences.
Diversity management concerns organizational practices to enhance the value of diversity in organizations by changing organizational culture and shaping work environment…
Diversity management concerns organizational practices to enhance the value of diversity in organizations by changing organizational culture and shaping work environment in which diversity can promote the organizational goals. The purpose of this chapter is to examine the diversity management practices in sustainability reports by exemplifying in the case of Turkey, which is an emerging economy with a complex and multiethnic society.
A comprehensive literature and qualitative research is conducted in order to understand the diversity management in a cultural context by looking at the company’s sustainability report in Turkey.
In Turkey, companies have responsibility to position the participation of employees in business opportunities as an important value of corporate culture by implementing diversity projects, and they announce these initiatives in their sustainability reports.
This research is a study about diversity in Turkey case. An example is limited to the company publishing a sustainability report.
This study may be useful for the board of directors and managers since they should become aware of understanding of the diversity management in the workplace especially in their sustainability mechanisms.
This study is valuable and attractive to create an open organizational culture where each employee is valued and where diversity issues all employment practices. Also, it is original to show why diversity is important in sustainability disclosures.
This chapter focuses on the diversity management concept which emerged in the United States at the end of the 1980s. As a strategic tool for effective use of the diverse…
This chapter focuses on the diversity management concept which emerged in the United States at the end of the 1980s. As a strategic tool for effective use of the diverse workforce, the concept started to diffuse globally in recent years. However, there are concerns about the transferability of diversity management as a readymade practice. From this point of view, this chapter questions the universality of diversity management by providing evidence from the Turkish context. Findings reveal that due to cross-national differences and the local sensitivities, diversity management is subject to customization in the different contexts. In a sense, the local context reconstructs the content of the practice. On this basis, the chapter demonstrates the need for a context-specific diversity management approach.
The purpose of the present study is to understand the diversity management concept in Taiwan setting by providing a closer look into local companies’ practices. Rational…
The purpose of the present study is to understand the diversity management concept in Taiwan setting by providing a closer look into local companies’ practices. Rational and focus for this research exploration is based on three areas related to diversity management in organizations: external and internal pressures for diversity in Taiwanese companies; companies’ approaches and senior leadership attitude toward diversity; companies’ diversity management practices.
The authors have collected secondary and primary data, including 15 interviews with management, at three large Taiwan semiconductor companies and build a case study of diversity management in Taiwan.
Taiwan companies’ diversity management is motivated mainly by business case and social responsibility goals. They experience a need for diversity management and proactively introduce diversity management policies.
Further studies should look into diversity management practices of smaller private/family-owned companies in Taiwan to get a deeper understanding of the concept in the country using quantitative and qualitative approaches.
Originality and Value
Taiwan is historically culturally homogeneous society, which undergoes massive demographic changes under the influence of low birth rate and high rate of immigration. Taiwan situation creates specific economic, cultural, and political context for diversity management that differs from other Asian, European or Western societies.