An Emic Approach to Intersectional Study of Diversity at Work: A Bourdieuan Framing

Abstract

This paper presents an emic approach, which is sensitive to the emergence of new categories of difference, in intersectional study of workforce diversity. The paper first provides a comprehensive review of the literature on diversity at work in the business and management field, identifying that this literature is predominantly etic in nature, as it focuses on pre‐established, rather than emergent, categories of difference. Next, an emic approach to researching diversity at work is offered. In offering an emic approach, the key distinction the paper makes is the direction of the investigation. Unlike the dominant etic approach, which adopts pre‐established (ex ante) diversity categories, the emic perspective proposed identifies emergent and situated categories of diversity ex post, as embedded in a specific time and place. In order to operationalize the emic approach, the use of the Bourdieuan theory of capitals is suggested, and a five‐step research guide is presented.

Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective

“…In contrast to the instrumental tradition, other scholars have proposed a critical approach that takes into account the inherently contested and political character of the concept of diversity management (e.g., Metcalfe and Woodhams, 2012;Syed and Özbilgin, 2009;Tatli, 2011;Tatli and Özbilgin, 2012;Zanoni et al, 2010). Within the critical tradition, we can broadly distinguish between, on the one hand, 'radical-critical' works which tend to reject the manageability of diversity in organizational settings (e.g., Bissett, 2004;Kalonaityte, 2009;Swan, 2009) and, on the other hand, 'constructive-critical' works which follow a more modest approach.…”

“…As the KPN case demonstrates, measurements to increase workforce diversity in terms of predefined, individual-bound, and largely inalterable characteristics of differences between human beings (see also Tatli and Özbilgin, 2012) cannot guarantee that novel and alternative viewpoints get expressed and find resonance in organizational settings. Existing literatures on diversity management offer only limited guidance in this matter.…”

Promoting women to MD in investment banking: multi-level influences

“…an organization, which is made up of a network, a structure and a set of relationships which, when combined, produce "rules, rituals, conventions, designations, appointments and titles" (Webb, Schirato and Danaher, 2002, p. 21). The field is characterised by power differentials and individuals within it struggle to accumulate resources (such as economic, social, physical and cultural and symbolic capital) to improve their power base and, subsequently, their influence (Tatli and Özbilgin, 2012). Dominant parties determine the rules of entry into the field and, although these may be challenged at different times, they are upheld (often unconsciously) by those who desire entry to it.…”

Lessening the difference is more – the relationship between diversity management and the perceived organizational climate for gay men and lesbians

“…As one part of this study has focused on the financial sector, future research could contrast these results with findings from other sectors, for example engineering, the hospitality industry, the theatre sector or the military. In addition future research could focus on different aspects of intersectionality in terms of sexual orientation Tatli and Özbilgin 2012 Another connecting point for future research derives from the Heideggerian theoretical framework that is proposed in this article. This framework refers to the mechanisms of "leveling down to averageness" that occur in everyday life and thus also in everyday workplace-life, and that partially constitute the organizational climate.…”