Multiple Identities in Organizations: The Effects of Diversity on Organizational Identity

Holzinger, Ingo; Dhalla, Rumina

doi:10.18848/1447-9532/cgp/v07i05/39484

Cited by 8 publications

(4 citation statements)

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“…a) Both companies are highly involved in the development of a culture of diversity: Company A puts diversity and inclusion at the core of the corporate mission and tries to build a shared diversity agenda with a bottom-up process (the Manifesto) involving the entire organization; similarly, Company B aims to create an inclusive corporate culture. Literature underlines that to take advantage from internal diversity, organizations should develop an organizational setting where diversity is present at all organizational levels and conceived as a basic value in the corporate culture to be embraced and encouraged (Cox, 1991;Holzinger and Dhalla, 2007). Interestingly, both companies strive to build an inclusive and respectful language.…”

Section: Discussionmentioning

confidence: 99%

Diversity and inclusion management: an analysis of practice developments in Italy

Ravazzani

Mazzei²,

FISICHELLA³

et al. 2021

Sinergie Italian Journal of Management

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Frame: Diversity and inclusion management is a fast-growing concept and practice in Italy. An analysis of practice developments requires focusing on the Italian contextual change (i.e., macro-national trends) while also considering organizationalspecific conditions.Purpose: To explore how diversity and inclusion management is currently understood and acted upon in the Italian workplace, taking into consideration practice developments.Methodology: Two case studies of large, multinational companies operating in Italy based on interviews and documentary analysis.Results: The comprehension and practices related to diversity and inclusion in Italy are evolving towards a leveraging variety perspective to increase innovation and competition outcomes. Furthermore, a nuanced and holistic approach emerges, embracing the variety of the whole person for motivation and wellbeing purposes too. Finally, to manage the risk of losing a shared purpose of the organizing process coming from heterogeneity, internal variety is valued by balancing the need for coherence and unity of action with a culture of diversity and an inclusive language, integrating diversity and inclusion management into core processes and implementing it as part of the company mission.Research limitations: More cases should be analysed to delve further into current approaches and explanatory contingency factors.Practical Implications: Organizations should base their approach to diversity and inclusion on nation-and organization-focused sensitivity, considering among others legal and societal expectations and restraints as well as organizational priorities and culture. Furthermore, organizations should adopt ad hoc practices to balance the tensions between the quest for heterogeneity and the quest for a shared purpose.Originality: This article contributes to diversity research outside of the US, which is much needed. In particular, it scrutinizes practice developments in Italy by building on previous studies carried out in this country according to a longitudinal perspective. Moreover, it offers a detailed qualitative examination accounting for organizational contextual elements too.

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Section: Discussionmentioning

confidence: 99%

Diversity and inclusion management: an analysis of practice developments in Italy

Ravazzani

Mazzei²,

FISICHELLA³

et al. 2021

Sinergie Italian Journal of Management

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“…Korporatīvā identitāte ir elementu kopums, kas demonstrē uzņēmuma, produkta vai pakalpojuma piederību vienam veselumam, tajā pašā laikā ļaujot tam izcelties konkurentu vidū (Holzinger, Dhalla, 2007).…”

Section: Korporatīvā Identitāte Kā Organizācijas Vizītkarte Sabiedrībunclassified

The Research on the Necessity of Corporate Identity Development for the Eastern Latvian High School of Technologies

Poseva

Strode

2016

AMCD

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Every person, group or organization has its own identity, which helps to define the most important values, events and stand out among competitors. Eastern Latvian High School of Technologies is a newly established school, which opened its doors in September 2015. Therefore the corporate identity is the key issue in the popularization of this school. The objective of this research is to find out the necessity of the corporate identity development for the Eastern Latvian High School of Technologies by studying and analyzing the importance of branding in the area of education. The methods of research: theoretical – investigation and analysis of relevant literature, internet sources and regulatory documents. Empirical – methods of data collecting: survey, structured interview.

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“…Neoklasikinį požiūrį į organizacinį identitetą galima apibūdinti keliomis koncepcijomis. Organizacinis identitetas yra socialiai sukonstruotas bendras įsitikinimas organizacijos charakteristikų esme (Holzinger, Dhalla 2007). Organizacinis identitetas padeda tinkamai sutelkti organizacines subgrupes, funkcijas ir suinteresuotus asmenis ties bendru suvokimu, kas yra organizacija ir kas ją išskiria iš kitų organizacijų (Harquail 2006).…”

Section: Organizacinis Identitetasunclassified

Kūrybinių centrų identitetas: strateginio valdymo ir komunikaciniai aspektai

Reimeris

2012

Coactivity

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Multiple Identities in Organizations: The Effects of Diversity on Organizational Identity

Cited by 8 publications

References 0 publications

Diversity and inclusion management: an analysis of practice developments in Italy

Diversity and inclusion management: an analysis of practice developments in Italy

The Research on the Necessity of Corporate Identity Development for the Eastern Latvian High School of Technologies

Kūrybinių centrų identitetas: strateginio valdymo ir komunikaciniai aspektai

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