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PurposeOriginating from the USA in the early 1990s, diversity management has been “imported” to Europe to become a fashionable practice in many business organizations. The aim of this paper is to provide further insight into whether and how the diversity management discourse challenges and replaces existing local discourses on equality and diversity, and how diversity management is given content and meaning in a specific local context.Design/methodology/approachStatements on diversity, diversity management and equality on both the Dutch and the international websites of ten leading companies in the Netherlands are analyzed.FindingsThe analysis shows that translations of diversity management may in fact not actually replace existing local discourses, but rather leave the existing local discourse more or less intact and alter the original diversity management discourse to fit into this local discourse.Originality/valueThis paper offers some important lessons for management practice.

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There is an increasing interest in the application of Structuration Theory in the fields of management and organization studies. Based upon a thorough literature review, we have come up with a data-set to assess how Structuration Theory has been used in empirical research. We use three key concepts of this theory (duality of structure, knowledgeability, and time-space) as sensitizing concepts for our analysis. We conclude that the greatest potential of Structuration Theory for management and organization studies is to view it as a process theory that offers a distinct building block for explaining intra and interorganizational change, as exemplified through concepts such as routine, script, genre, practice, and discourse.

Wanneer het gaat om het bevorderen van integriteit in organisaties, wordt dikwijls verwezen naar de cruciale rol van leiderschap: leiders zetten immers de toon voor het gedrag van medewerkers. In de kern is leiderschap echter een relationele aangelegenheid en ook medewerkers zelf hebben dus een rol in de totstandkoming van ethisch leiderschap. Aan de hand van een reeks kwalitatieve en kwantitatieve studies laat dit artikel zien dat medewerkers, mede als gevolg van het soort werk dat zij verrichten, uiteenlopende aannames, ideeën en verwachtingen hebben over ethisch leiderschap. Deze verschillende verwachtingen fungeren vervolgens als een soort lens die beïnvloedt hoe medewerkers het ethisch leiderschap van hun manager percipiëren en interpreteren. Effectief ethisch leiderschap hangt daarmee niet alleen af van wat de manager daadwerkelijk aan kenmerken en gedrag vertoont, maar evengoed van de mate waarin de manager voldoet aan de verwachtingen van medewerkers op dit gebied. Implicaties en aanbevelingen voor managers worden behandeld.