Towards successful diversity initiatives: the importance of building audience connectedness

Burgess, Amelie Jay; Wilkie, Dean C. H.; Dolan, Rebecca

doi:10.1080/0267257x.2020.1844278

Cited by 11 publications

(12 citation statements)

References 45 publications

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“…In contrast, audience scepticism can occur when audiences question a brand’s motivation for engaging with the diversity initiative, which can lead to negative feelings for those represented (e.g. isolation) and generate criticism towards the brand (Åkestam et al , 2017; Burgess et al , 2021). We applied institutional logic theory to explain the variation in audience reactions due to the perceived motivation for such diversity initiatives.…”

Section: Discussionmentioning

confidence: 99%

“…When audiences experience connectedness, core positive feelings emerge (e.g. well-being, self-esteem and satisfaction; Hutcherson et al , 2008), which subsequently can generate brand success (Åkestam et al , 2017; Burgess et al , 2021). For all others, connectedness contributes to promoting a more inclusive, less segregated society (Åkestam et al , 2017), which scholars argue to be a key intention of integrating diversity into marketing practices (Thaichon et al , 2022).…”

Section: Audience Reactions To Brand’s Approach To Diversitymentioning

confidence: 99%

“…Notably, Fenty Beauty embraced diversity from its inception; it was one of the first brands to offer extended shade ranges for makeup products. Tarte Cosmetics instead suffered criticisms of their late, seemingly superficial approaches to integrating diversity into their marketing efforts (Burgess et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Brand approaches to diversity: a typology and research agenda

Burgess

Wilkie

Dolan

2022

EJM

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Purpose Despite increased emphasis on diversity marketing, much remains unknown about how brands should approach diversity. This paper aims to understand what constitutes a brand’s approach to diversity (BATD), establish a categorisation of such approaches, outline the effects on audience connectedness and establish a future research agenda. Design/methodology/approach This conceptual paper draws on critical theory and practical exemplars to present a conceptualisation of BATD. Findings Using two determinants, depth of diversity integration and order of entry, it is possible to categorise BATD into four types: transformative, adaptive, passive and performative. Early adoption and greater depth of diversity approaches (i.e. multidimensional to an intersectional representation of identities) provide optimal opportunities for evoking connectedness. Research limitations/implications The conceptual typological framework for BATD helps delineate how varying levels of diversity depth and order of entry influence audience connectedness. A detailed agenda for further research can guide ongoing diversity research. Practical implications Creating a typology reduces complexity and helps marketers recognise the differing components, manifestations and effects of their diversity approach. To increase connectedness and reduce audience scepticism, marketers must seek deeper-level diversity integrations and adopt approaches earlier. Originality/value This study offers a novel conceptualisation of BATD by defining it, distinguishing it from related research themes and moving beyond single diversity dimensions and marketing mix elements. Further, audience connectedness is positioned as a critical consequence as it can instigate desirable brand outcomes, benefit those identities represented and promote a more inclusive society.

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Section: Discussionmentioning

confidence: 99%

Section: Audience Reactions To Brand’s Approach To Diversitymentioning

confidence: 99%

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Brand approaches to diversity: a typology and research agenda

Burgess

Wilkie

Dolan

2022

EJM

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“…Given the importance of communications in successful employer branding, message consistency is paramount. Through the document analysis, we could see commercialized demographic diversity: workforce images, displaying gender and ethnic diversity (and occasionally age and disabili-ties), were disseminated through brochures and organizational websites to exhibit a visible presence; communicating externally to audiences that the firms value diversity (Burgess, Wilkie and Dolan, 2021). This is responding to the economic and wider societal need for diversity, transcending into the workplace: 'different faces kind of invite different business' (BA male conveyancer, 2-3).…”

Section: Recruitment Practices and Policiesmentioning

confidence: 99%

“…Since the remodelling of the recruitment regulations discourses purported by equal opportunities (EO) into a broader view of diversity management practices as offering strategic organizational benefits (Heres and Benschop, 2010; Tatli, 2011), proponents of this business case claim that increased workplace diversity affords greater innovation (Dickens, 1999), boosted profits (Zanoni et al ., 2010) and business image (Byrd, 2018), amongst other benefits. Hence, organizations use diversity initiatives in their branding to attract talented applicants and connect with customers (Avery and McKay, 2006; Burgess, Wilkie and Dolan, 2021; Edwards and Kelan, 2011; Windscheid et al ., 2018). In serving the interests of their consumers, employees and stakeholders, the management and production of diversity are crucial for a company's value proposition to showcase its favourable employment offerings and organizational brand (Backhaus and Tikoo, 2004; Pasztor, 2019).…”

Section: Introductionmentioning

confidence: 99%

The Face of the Firm: The Impact of Employer Branding on Diversity

Kele

Cassell

2022

British J of Management

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Drawing upon an employer branding lens to help explore and inform our understanding of the marketing of workforce diversity, here we argue that diversity is understood and used in an aesthetic and commercialized way, rather than with a focus upon the inclusion of disadvantaged groups. Our analysis of the marketing and diversity practices of four small and medium-sized law firms demonstrates a continued access-and-legitimacy approach to diversity: that a desire for successful employer branding still supersedes organizational commitment to equal opportunities and diversity management in practice. We argue that this commercialized approach leads to several contradictions, which in turn reproduce the market-based perspective of diversity, relegating employees primarily to the aesthetics of race and gender and the affiliated skills and resources. In theorizing the processes by which diversity is undermined and functions solely to enhance business image and increase organizational performance, we highlight how an employer branding lens enables us to identify and understand contradictions between diversity policy and practice in a different way, by linking aesthetics with the marketing of the brand.

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