Critical diversity studies emerged in the mid-1990s as a reaction to the re-appropriation of equal opportunities by business through the notion of diversity. They initially took issue with the dominant rhetoric of diversity as a positive, empowering approach valorizing employees' different capacities (e.g. R. Thomas, 1992), arguing that the theoretical shift to diversity would obscure unequal power relations in organizations, e.g. gender, race/ ethnicity, (dis)ability, hampering the ability to challenge them (i.e. Bond

No abstract

Since the 1990s, a growing body of research has sought to quantify the relationship between women's representation in leadership positions and organizational financial performance. Commonly known as the "business case" for women's leadership, the idea is that having more women leaders is good for business. Through meta-analysis (k = 78, n = 117,639 organizations) of the direct effects of women's representation in leadership (as CEOs, on top management teams, and on boards of directors) on financial performance, and tests that proxy theoretical arguments for moderated relationships, we call attention to equivocal findings. Our results suggest women's leadership may affect firm performance in general and sales performance in particular. And women's leadership-overall and, specifically, the presence of a female Acknowledgments: This article was accepted under the editorship of Patrick M. Wright. The authors would like to acknowledge Eddy Ng's helpful comments on an earlier version of this manuscript and Marcus Butts' valuable advice on continuous moderator testing in meta-analysis. The conceptual ideas behind our research critique received a Best Paper in Track Award at the 2013 Equality, Diversity, and Inclusion Conference. This research was supported by a grant (No.

This article reports on a postcolonial and anti-colonial reading of representations of 'African' leadership and management in organization studies. The resulting analysis revealed tensions and contradictions between stereotypical colonial images of 'African' leadership and management and proposed counter-images that often reflect the excesses of cultural relativism. Finding alternatives between colonized representations and counter-representations is not an easy project. This article extends existing postcolonial scholarship in organization studies which has relied primarily upon the seminal trinity of Said, Spivak, and Bhabha by incorporating anti-colonial and nationalist thought found primarily in the work of Fanon, Césaire and Senghor.

No abstract

No abstract

No abstract

Twenty-five years after passage of the Civil Rights Act, the full integration of racial minorities in the Unites States workforce has still not been achieved. Recent demographic trends indicating that the workforce will be increasingly composed of racial minorities make this a critical issue for academics and practitioners alike. This paper reports on a review of journal research -addressing issues of race in organizations. Articles published in twenty major outlets for organization behavior research between 1964 and 1989 were reviewed. Data on the quantity, types and topics of published work are presented. Results indicate that the amount of total published research is small relative to the importance of the topic, that the recent trend is for less rather than more research, that the designs and research questions have been very narrow, and that the topics covered are not representative of the domain of organization behavior. Based upon the findings, some suggestions for future research are offered.' An earlier version of this paper was presented at the Career Division Workshop of the 1988 Academy of Management Meeting. We are grateful to Clayton Alderfer and David Thomas for their suggestions in revising the manuscript.