Identity, diversity and diversity management

Abstract

Purpose:We examine the relationship between the identity and diversity literatures and discuss how a better understanding of the theoretical connections between the two informs both diversity research and diversity management practices. Design/methodology/approach: Literature review followed by a discussion of the theoretical and practical consequences of connecting the identity and diversity literatures. Findings: We inform future research in three ways. First, by showing how definitions of identity influence diversity theorizing in specific ways. Second, we explore how such definitions entail distinct foci regarding how diversity should be analyzed and interventions actioned. Third, we discuss how theoretical coherence between definitions of identity and diversity perspectives -as well as knowledge about a perspective's advantages and limitationsis crucial for successful diversity management research and practice. Research limitations/implications: We argue for a better understanding of differences, overlaps and limits of different identity perspectives, and for a stronger engagement with practice. Practical implications: Our work can encourage policy makers, diversity and HR managers to question their own practices and assumptions leading to more theoretical informed diversity management practices. Originality/value: The theoretical connections between identity and diversity literature have so far not been reviewed systematically. Our work foregrounds how important it is for diversity scholars to consider identity underpinnings of diversity research to help further develop the field within and beyond the three streams we discuss.

Engaging complex diversity in academic institution: The case of “triple periphery” in a context of a divided society

“…The emic approach also underscores the influence of the specific context of the everyday practice on the development of social relations (Braedel-Kühner & Müller, 2015;Holck et al, 2016;Knights & Omanovi c, 2016). In our research, this pertains to social divisions and the "triple periphery" position of the organization.…”

“…Organizational research driven by the etic approach focuses on fixed gender, race, and ethnic categories, often ignoring internal variations and intersections of social categories. This orientation underscores objective differences while overlooking contextual influences reflected in implicit power asymmetries and hidden overtones largely orchestrated by social institutions (Becker, Kraus, & Rheinschmidt-Same, 2017;Desivilya Syna, 2020;Desivilya et al, 2017;Holck et al, 2016;Knights & Omanovi c, 2016).…”

“…In most societies, this transition occurs concomitantly with existing or emerging intergroup tensions, social divisions, and inequalities-widening the gaps among the privileged social groups and the excluded ones (Geiger & Jordan, 2014;van Laer & Janssens, 2011). Understanding the ramifications of the complex social relations on diversity management in organizations constitutes an important research endeavor in the current era (Desivilya et al, 2017;Holck, Muhr, & Villesèche, 2016;Raz-Rotem, Desivilya Syna, & Maoz, 2019).…”

How Firms Fail at D&I

“…However, when this effort to be inclusive combines with unchecked ethnocentrism and more critical reflections about power dynamics, modest fashion risks becoming a proxy for the creation of "new normal" that can easily be assimilated into society while undesirable forms of diversity are further marginalized, thereby reflecting societal power dynamics and systems of belonging rooted in hegemonic and micro-hegemonic discourses about religion, class, race, and citizenship. Inclusive marketing, thus, as diversity management (see for instance Holck et al 2016;Tatli and O{ zbilgin 2012;, might become a form of societal control, reproducing dynamics of exclusion that, because of their complexity, might be difficult to attribute and challenge.…”

How to Manage Gender Bias from Within: Women in Leadership

“…By instigating social change, using interventions that can address organizational behaviors against bias, women can be aware of implicit gender bias and their contributions to gender discrimination (Derks, Van Laar, & Ellemers, 2016). These women's perspectives on diversity can highlight the social injustice of minority and disadvantaged women based on age, ethnicity, and race to creating possibilities for positive social change (Holck, Muhr, & Villesèche, 2016).…”