PurposeAccumulated evidence suggests that efforts at diversity management (DM) yield mixed results or even fail in terms of promoting workforce diversity. Previous scholarly attempts to explain the mixed results of DM initiatives provided only partial understanding. This study applies a paradox perspective to better understand the challenges of DM from the vantage point of diversity managers, who play a central role in the promotion and implementation of diversity initiatives.Design/methodology/approachIn-depth interviews with diversity managers in large business organizations in Israel explored practitioners' conceptions of the challenges underlying the implementation of diversity initiatives. A grounded theory approach was utilized.FindingsThe findings reveal the emergence of paradox: diversity initiatives generate organizational tensions that undermine their success and hence amplify the need for further diversity interventions. Three distinct paradoxes are identified: necessary change vs desire for stability; bureaucratic control vs flexible procedures; and long-term business gains vs short-term losses. Diversity managers utilize two opposing strategies to contend with these paradoxes.Research limitations/implicationsThis study does not represent voices of diverse employees or of top executives. The data focused on mid-level practitioners' descriptions of DM challenges and their methods of contending with them.Practical implicationsThe findings shed light on an effective strategy of contending with paradox. Recognizing paradox and navigating it properly may greatly advance the success of costly DM change interventions. Implications are suggested regarding the academic education and training of DM practitioners.Originality/valueBased on the paradox framework, which offers a novel vantage point for understanding the challenges of implementing DM, the findings contribute to the scholarly understanding of the limited success of DM interventions.

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The scholarly literature regarding executive consulting relationships, typically labeled as executive coaching, tends to focus on the issue of its effectiveness. The fundamental question regarding executives’ desire to engage in this kind of intervention, whose benefits are considered ambivalent, has been mostly overlooked. Addressing this theme was the purpose of this exploratory study, in which in-depth interviews were conducted with 46 Israeli executives. Despite the executives’ explanation of executive coaching in rational terms of knowledge acquisition, the findings shed light on two phenomena that, surprisingly, have received limited attention: executive loneliness and impostorism. These intertwined experiences have been executives’ implicit catalysts for seeking help from management consultants. The study highlights the significant role of executive coaching as a means of emotional support for executive impostorism and loneliness. A major implication is the importance of providing managers promoted to senior positions with preparation for the emotional distress associated with their role.

PurposeThere has been ample research on the antecedents and consequences of workplace sexual harassment (WSH), a volatile issue in contemporary labor markets. There is, however, a lingering gap in the scholarly literature regarding the organizational practices involved in contending with WSH incidents following their occurrence. By exploring the practices and challenges of sexual harassment commissioners, a mandatory role performed by Israeli human resource practitioners, this study aims to unpack the embedded power dynamics, which construct how WSH is both deciphered and handled within organizations.Design/methodology/approachIn-depth semi-structured interviews were conducted with 45 sexual harassment commissioners (SHCs) in various business organizations in Israel to explore practitioners' conceptions of the challenges underlying their role. A grounded theory approach was utilized.FindingsThe findings demonstrate that, while SHCs seemingly are empowered by their exclusive authority to inquire into an intricate organizational matter, counter practices have emerged to undermine their authority and influence. This negatively affects their ability to reduce the prevalence of WSH. SHCs' attempts to approach WSH utilizing a power discourse are eroded by systematic barriers that channel them toward adoption of the default legal discourse. The latter frames WSH in terms of individual misconduct rather than as a phenomenon stemming from and expressive of organizational and societal gender inequalities.Research limitations/implicationsThis study does not represent the voices of WSH complainants or of top executives. The data focused on SHCs' descriptions of their role challenges.Practical implicationsImplications are suggested regarding the academic education and training of SHCs.Originality/valueThis study sheds light on covert and unspoken barriers to gender equality in the labor market.

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