tives into decision-making processes and helping organizations reach new, and formerly untapped, markets. But their success, as illustrated above by the Stephen Lawrence case, has been patchy. Consequently, in order to understand the reasons for its success or otherwise, the diversity management phenomenon has been the subject of considerable academic debate. This paper seeks to extend and invigorate existing critiques of the aims and claims of diversity management. Four overlapping turns -demographic, political, economic and critical -akin to the broader and critical 'turns' in the humanities and social sciences are identified. When existing critiques are reconsidered through the framework offered by these four turns, then diversity management can be seen to: perpetuate rather than combat inequalities in the workplace; diminish the legacy of discrimination against historically repressed minorities in the workplace; continue to prescribe essentialist categories of difference and present problematic dualisms for effecting organizational change.

This paper pursues two goals. First, it explores the connections between national identity and organizational globalization within the context of three British organizations' attempts to synchronize their corporate and organizational identities through diversity management initiatives. Second, it teases out the implications of these connections for current theorizing on organizational identity, looking in particular to extend Hatch and Schultz's (Human Relations, 55 (2002), pp. 989-1018) processual model of imageculture dynamics. Based on a Foucauldian theoretical frame, and a data set comprising 36 in-depth interviews, we show the complex and highly particular relationships between articulations of Britishness, and corporate, organizational and personal identities. Such complexity is suggestive of the contradictory connections between national and organizational identities, and of the disjointed, discursive and affective characteristics of organizational identity. Our contribution to the study of organizational identity lies in both an illumination of the local discursive dynamics of identity construction at the individual and collective levels, and an assertion of the ontological role of discourse(s) in structuring understandings and expressions of organizational identity.

This paper interprets the experience of a sample of 60 clinicians becoming involved in formal management, mainly at hospital unit level, in the historical context of changing health service organisation. This includes the introduction of managerialism and the evolution of the NHS into a structured network based around purchaser/provider relationships. The conclusion is that these clinicians are becoming involved in management, and making the personal and social adjustments necessary for this, but in a way that leaves medical culture, and their allegiance to it, at the present largely intact. This is achieved largely through the organisational mechanism of clinical directorates, which promise to function as professional groups from the clinical point of view and as business units from the managerial perspective. An argument is put forward, based on a theoretical view compatible with the data from the clinicians' experience, that this mode of medical involvement in management may operate without undue conflict in the longer term if: (a) clinicians accept the degree of local professional regulation that this model applies; and (b) the conflict between medical need and available resource can be dealt with elsewhere in the system without passing it back to hospitals and clinical directorates. On the other hand it is possible that conflict will increase if the consequences of management control systems and objectives percolate down through the management hierarchy and cross into the medical domain, via clinical directorates.

This article sketches out the ways in which responses to diversity have changed over time. Using the schema of Dass and Parker there is a sense of movement across their four perspectives: resistance; discrimination and fairness; access and legitimacy; and learning, in which each perspective attempts to deal with the inadequacies of its predecessor. Although the learning perspective has the potential to develop a `better' understanding of difference, in which the work gets diversified, not just the people, it suffers from political naively. It needs to recognize the political and social dimensions of difference, rather than setting them aside, if it is to realize its potential. Key Words: difference; discrimination; diversity; learning; management; perspectives;politics

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