Understanding diversity managers&amp;otilde; role in organizational change: Towards a conceptual framework

Tatlõ, Ahu; Özbilgin, Mustafa F.

doi:10.1002/cjas.107

Cited by 113 publications

(86 citation statements)

References 59 publications

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“…Only by managing diversity effectively across a growing set of strands and myriad intersections of these strands will organizations capture the voices of all workers in their ongoing processes of organizational change. This requires organizational leaders, as change agents, to understand the dynamics of their organizational and national context (Tatli & Özbilgin, 2009) and recognize a wider repertoire of voice mechanisms that can cater to different constituent groups in workplaces. In his work on diversity, inclusion, and voice, Rank (2009) explained that organizational leaders should move away from command-and control-based managerial approaches toward encouraging participation and developing trust to promote use of voice by non-traditional workers.…”

Section: Resultsmentioning

confidence: 99%

Voice, silence, and diversity in 21st century organizations: Strategies for inclusion of gay, lesbian, bisexual, and transgender employees

Bell

Özbilgin

Beauregard

et al. 2011

Human Resource Management

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231

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Employee voice has been largely examined as a universal concept in unionized and non‐unionized settings, with insufficient attention to diversity of workers (Rank, 2009). As invisible minorities, gay, lesbian, bisexual, and transgender (GLBT) employees provide a valuable focal point from which to examine employee voice mechanisms. Positing that GLBT employees are often silenced by what is perceived as “normal” in work organizations, this paper identifies some of the negative consequences of this silencing and proposes ways in which the voices of GLBT employees and other invisible minorities can be heard. With its relevance to policies and practices in other organizations, the “Don't ask; don't tell” policy of the U.S. military is used as a lens through which to analyze voice, silence, and GLBT employees in other organizations. Heterosexist environments can foster organizational climates of silence, where the feeling that speaking up is futile or dangerous is widespread among employees. Specific recommendations are provided for HR managers to facilitate the expression of voice for GLBT employees in today's increasingly diverse organizations. ©2011 Wiley Periodicals, Inc.

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Section: Resultsmentioning

confidence: 99%

Voice, silence, and diversity in 21st century organizations: Strategies for inclusion of gay, lesbian, bisexual, and transgender employees

Bell

Özbilgin

Beauregard

et al. 2011

Human Resource Management

Self Cite

231

212

View full text Add to dashboard Cite

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“…More specifically, while much organizational change theory has assumed and advocated a leader-centric approach (where success is derived from top-down leadership and followers' passivity), our model is embedded in multiple stakeholders' divergent motivations and thereby power-and politicalbased dynamics; features which have been largely overlooked in applied organizational-based prescription (cf. Tatlı & Ӧzbilgin, 2009). Additionally, with no distinct "end point", our framework also conveys an essentially boundless pursuit and not, as a number of organizational-based models suggest, a time-locked checklist-oriented activity which works toward an ultimate conclusion (cf.…”

Section: Discussionmentioning

confidence: 99%

Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded Theory

Cruickshank¹,

Collins²,

Minten³

2014

Journal of Sport and Exercise Psychology

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Stimulated by growing interest in the organizational and performance leadership components of Olympic success, sport psychology researchers have identified Performance Director-led culture change as a process of particular theoretical and applied significance. To build on initial work in this area, and develop practically meaningful understanding, a pragmatic research philosophy and grounded theory methodology were engaged to uncover culture change best practice from the perspective of newly appointed Performance Directors.Delivered in complex and contested settings, results revealed that the optimal change process consisted of an initial evaluation, planning, and impact phase adjoined to the immediate and enduring management of a multi-directional, perception-and power-based social system. As the first inquiry of its kind, these findings provide a foundation for the continued theoretical development of culture change in Olympic sport performance teams and a first model on which applied practice can be based.Keywords: change management, elite sport, management, success cultures, succession Running Head: CULTURE CHANGE IN OLYMPIC SPORT PERFORMANCE TEAMS 3 Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded TheoryAs one of the most significant global sporting events, preparation for and performance at the Olympic Games has long been an area of intrigue for sport psychologists. Reflecting this interest, scholars and consultants are continually seeking new ways in which success can be seized and sustained. Most recently, this pursuit has seen researchers move to examine the organizational and management factors which contribute to peak performance (Fletcher & Wagstaff, 2009;Wagstaff, Fletcher, & Hanton, 2012a;Wagstaff, Hanton, & Fletcher, 2013).While study in this budding area has primarily focused on holistic organizational functioning (incorporating strategic, policy, and administrative elements on top of traditional performance facets), it has concomitantly reinforced the significance of management-led processes within and for the principal gain of the performance department; including the Performance Director (hereafter PD) led creation and maintenance of a high performing culture (Fletcher & Arnold, 2011). With limited knowledge on this particular process unearthed to date, work is therefore required through which PD-led culture change can be theoretically understood and practically delivered (cf. Fletcher & Arnold, 2011).Corresponding to "the shared values, beliefs, expectations, and practices across the members and generations of a defined group" (Cruickshank & Collins, 2012a, p. 340), sport psychologists have long been aware of culture's role in shaping team and individual behavior and performance (Hardy & Crace, 1997;Krane & Baird, 2005;Lee, Shaw, & Chesterfield, 2009), and increasingly so in Olympic environments (Fletcher & Arnold, 2011;Wagstaff et al., 2012a). Indeed, the need for Olympic sports teams to operate in a setting which consistently...

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“…Healy, Bradley and Forson, 2011;Healy, Özbilgin and Aliefendioglu, 2005), has demonstrated that the three dimensions are inter-related and should not be considered in isolation from each other (e.g. Seierstad and Healy, 2012;Tatli and Özbilgin, 2009). …”

Section: Introductionmentioning

confidence: 99%

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

Pryce

Sealy

2013

Gender in Management: An International Journal

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractPurpose: Women remain underrepresented at senior levels in global investment banks. By investigating promotion processes in this sector, and using the concept of a multi-level, relational framework, this paper seeks to examine macro, micro, and meso-level influences, and the interplay between them, as explanations for why more progress is not being made.Design/Approach: Data is taken from two projects with a total of 50 semi-structured interviews with male and female directors and managing directors, across six investment banks discussing careers and promotions. An inductive approach was taken to data analysis. Findings:Women's lack of representation at the top of investment banks is not simply an individual level problem but is the result of the dynamic interplay between macro and mesolevel influences which impact individual agency, identity and perception of fit. Research Limitations

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Understanding diversity managersõ role in organizational change: Towards a conceptual framework

Abstract: Abstract

Cited by 113 publications

References 59 publications

Voice, silence, and diversity in 21st century organizations: Strategies for inclusion of gay, lesbian, bisexual, and transgender employees

Voice, silence, and diversity in 21st century organizations: Strategies for inclusion of gay, lesbian, bisexual, and transgender employees

Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded Theory

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

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