The focus of UK‐based research on diversity theory and diversity managers has led to a relative dearth of studies focusing on the critical issue of line managers' agency in policy implementation. This article provides a context‐sensitive organisational case study of the policy‐implementation gap in the UK base of one multinational IT company. The article explores male and female managers' perspectives on valuing diversity at a level of general abstraction, and the extent to which they see value in diversity for the effectiveness of their project teams. In the context of a White, male‐dominated industry, the case study shows how the gap is sustained rather than bridged despite the implementation of numerous diversity initiatives.
Is there a feminist ideological undertone when women choose to organise separately, or are their motivations purely instrumental? While this question has been addressed by numerous researchers, most studies are mono-national; most extrapolate meaning from different types of networks/groups, and most do not carry out close examination of network members' orientations. This article explores varieties of orientations to feminism among members of four networks for business and professional women in the UK and Germany. The findings suggest that even within a single network, members' feminist orientations can vary, and can be different from the publicly/officially declared organisational position.
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