A Positive Approach to Studying Diversity in Organizations

Abstract

In this article, we distinguish between positive findings in diversity research and a positive approach to studying diversity. We first review and integrate research on diversity from organizational behavior, social psychology and sociology from 1998-2010 that has already documented positive findings in relation to diversity. We discuss this research using two broad categories: (1) to studying diversity and describe some examples of organizational scholarship that has taken such an approach. We also discuss some of the limitations of taking a positive approach to diversity and propose some ways in which diversity scholars interested in taking a positive approach can overcome these limitations. By illuminating both positive findings in diversity research and a positive approach to studying diversity, we hope to spark more research that examines the beneficial and empowering aspects of difference for individuals and groups in organizations.

Perspectives of female leaders on sense of coherence and mental health in an engineering environment

“…This study was conducted in the context of positive organisational behaviour and focused on the psychological capacities of the participants (Luthans, 2002a). In particular, the authors viewed gender as a selected diversity category in positive organisational psychology and the study, therefore, contributes to building the genderrelated positive organisational literature (Ramarajan & Thomas, 2010). It should help to fill the void of positive organisational behaviour and gender research highlighted by Sandelands (2002) and also aims to contribute to improvements in experiences of health and well-being in the organisation (Youssef & Luthans, 2007) by firstly researching the concepts of life orientation, health strategies, sense of coherence and gender.…”

“…Research has shown that emphasising positive organisational behaviour impacts strongly on individual and group-related behaviours in organisations (Lyubomirsky, 2013;Mendes & Stander, 2011;Seligman, 2011). Since 2002, there has been an increase in research dealing with diversity issues and positive organisational behaviour, distinguishing between positive findings in diversity research and positive approaches to studying diversity (Ramarajan & Thomas, 2010). However, most of the research over the past five decades highlights the fact that: 'researchers may not believe that positive and diversity can be studied together' (Ramarajan & Thomas, 2010, p. 22).…”

Diversity climate: discrimination against skilled migrants in recruitment

“…Although there is no assertion that diversity is good or bad, there is a consensus that an organisational diversity climate is a ‘crucial contextual catalyst that brings out the benefits of diversity’ (Chen, Liu, and Portnoy, 2012, 94). A general suggestion from research on workplace diversity and diversity management is that employees and organisations benefit when an inclusive work environment is well established within the organisation (Adamovic, 2018, 2020; Ramarajan and Thomas, 2010). In other words, an organisation with a pro‐diversity climate often treats diversity as an asset and can foster the conditions that leverage its benefits or lessen its possible negative effects (Chen, Liu, and Portnoy, 2012; Shore et al., 2009).…”

A Flat Organizational Structure for an Inclusive, Interdisciplinary, International, and Undergraduate-Led Team

“…Initially, we implemented the kaizen philosophy through meetings with a Vibe Tribe, a group of individuals tasked with encouraging "positive intergroup relations, " characterized by members of both minority and majority groups having positive experiences working with each other (Ramarajan and Thomas, 2012). The Vibe Tribe provided a platform that directly targeted areas of improvement, in accordance with the Kaizen Philosophy, focusing team culture, and accountability.…”