Diversity managers bear the responsibility of developing and implementing diversity policies. Despite advances in the legislation to fight discrimination, they often encounter resistance and need to generate change and to influence behaviors in the firm. Hence, they develop strategies to implement diversity within the organization. Based on the structuration approach developed by Giddens, and Barley and Tolbert, this research examines the discourse of diversity managers to generate change and institutionalize diversity. Based on a series of 37 in-depth interviews with diversity managers and experts in France, we identified eight scripts for diversity management in organizations. Whereas some scripts have the potential to generate change, others foster a “business as usual” vision of diversity and are in fact non-diversity scripts. This research sheds light on the role of discourse in promoting diversity in firms. To disrupt organizational practices, discourse needs to unveil hidden prejudice, and to be embedded in legislation, time, and space.
PurposeThe purpose of this paper is to explore epistemic conditions to make a comparative anthropology on contract thinking, regarding what could be defined as normative principles of democracy in organisations. Also to examine the influence of seminal works to contract thinking today, i.e. Psychological contract (Denise M. Rousseau) and Social contract (Jean‐Jacques Rousseau).Design/methodology/approachUse of a Seven normative criteria comparative framework discriminating forms of democratic contracts today.FindingsThe paper presents a grid to assess later works on psychological contracts; and criteria defining a “democratic contractualism”.Research limitations/implicationsThe paper assesses the initial theory of psychological contracts and its reception from 1995 to 2005.Originality/valueThe paper strengthens the psychological contracts' framework with historical and external comparisons.
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