Diversity and its management as a dialectical process: Encountering Sweden and the U.S.

Omanović, Vedran

doi:10.1016/j.scaman.2009.09.001

Cited by 46 publications

(47 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Similarly, the uptake of the US originated diversity management approach significantly varies across national settings which are shaped by different cultural, political and historical forces (e.g. Glastra et al, 2000;Jones, Pringle and Shepherd, 2000;Klarsfeld, 2009;Lauring, 2009;Omanovic, 2009;Risberg and Soderberg, 2008;Subeliani and Tsogas, 2005;Suss and Kleiner, 2008). Hence, diversity research will extensively benefit from international and comparative research, which will provide insights into the contextual nature of the diversity management field across cultures.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

A Multi-layered Exploration of the Diversity Management Field: Diversity Discourses, Practices and Practitioners in the UK

Tatlι

2010

British Journal of Management

208

243

View full text Add to dashboard Cite

This paper presents a multi-layered exploration of the diversity management field in the UK. In doing so, it aims to address two problematic tendencies in the current diversity research: the focus on single-level explorations, and the polarization between critical and mainstream approaches. Using Bourdieu's concept of field, I develop a theoretical framework that conceptualizes the field of diversity management in three constituents: diversity discourse, diversity practice and diversity practitioners. The framework is used to analyse empirical evidence generated through semi-structured interviews with 19 diversity managers of large private-sector companies. This study reveals the presence of a gap between the diversity discourse and practice, and the absence of any standard set of qualifications and skills requirement for practitioners. The findings demonstrate the twofold role of discourse in drawing the boundaries of the diversity management field. First, it is instrumental in constructing diversity management as distinct from equal opportunities. Second, the use discourse functions as a mechanism to control the entry of practitioners into this field, which otherwise has low entry barriers. The paper offers a contribution to management research in general and equality and diversity research in particular through its original use of Bourdieuan sociology in an empirical study.

show abstract

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

A Multi-layered Exploration of the Diversity Management Field: Diversity Discourses, Practices and Practitioners in the UK

Tatlι

2010

British Journal of Management

208

243

View full text Add to dashboard Cite

show abstract

“…Altogether, these considerations reflect the notion that diversity management is a social construction related to the specific time and context of which the actors are part, and that even though national laws and best practices coming from abroad exert an undeniable influence, they are subsequently hybridised and reinterpreted (Omanović, 2009).…”

Section: Discussionmentioning

confidence: 81%

Understanding approaches to managing diversity in the workplace

Ravazzani

2016

Equality, Diversity and Inclusion: An International Journal

View full text Add to dashboard Cite

Purpose-The purpose of this paper is to enhance understanding of why and how companies implement diversity management in practice, and of factors that may explain their approach. Design/methodology/approach-This study takes inspiration from existing typologies depicting organisation-wide perspectives on diversity management, and articulates them in more detail by applying practice-driven indicators and highlighting possible contingent factors at play. The resulting framework is used to investigate diversity management in Italy. Data from a survey conducted among 90 companies and two focus groups with experts and managers are presented. Findings-The most common approach among Italian companies focuses on addressing social expectations, seemingly shaped by isomorphic pressures and the need to secure legitimacy in their environment. Results also point to an understanding and practice of diversity management in Italy that also incorporate compliance and opportunity-oriented aspects, in an interplay between coercion and voluntarism that reflects local perspective and priorities. Originality/value-This study makes an effort to address the paucity of studies linking approaches to managing diversity with managerial interventions and contextual factors. The research model connecting approaches with practice-driven aspects and explanatory factors shows descriptive and predictive potential, although it should be contextualised to the specific setting under investigation. This study also fills a research gap in Italy, where existing research primarily involves case studies and qualitative approaches and focuses on gender issues. Implications for research and practice drawn from this study can be useful to scholars and practitioners in other countries.

show abstract

“…Thomas and Ely (1996) especially highlighted that tackling diversity in the organization is not "managing by numbers" but implies a learning process encouraged by the acceptation of differences. DM evolved towards a new management model aimed at making this heterogeneous workforce as or more -effective and productive as the previous homogeneous one (Omanovic, 2009). Meanwhile, the anti-discrimination legal framework remained unchanged in the US, still promoting Equal Employment Practices.…”

Section: The Impact Of Institutional Contexts On Diversity Managementmentioning

confidence: 99%

“…In the UK, DM could sometimes be seen, like in the US, as a way to alleviate Equal employment requirements on firms (Greene and Kirton, 2004). As many authors state (Pringle, 2001, Omanovic, 2009, Stringfellow, 2008, the concept of DM may thus have different meanings even across European countries.…”

Section: The Impact Of Institutional Contexts On Diversity Managementmentioning

confidence: 99%

“…Bender, Klarsfeld and Laufer (2010) show how ethnic diversity has come forward in the public debate only in recent years, as a result of an increasing awareness of shortcomings linked to the French model of integration of immigrants and their descendants. In France, the concept of diversity is not at all the result of a criticism of "affirmative action" or Equal Employment practices as it can be analysed in Anglo-saxon countries and even Sweden (Omanovic, 2009) since these EEO practices hardly existed. On the opposite, it can be said that it has brought public awareness of the limits of the French model of formal equality of rights and the strong assimilationist philosophy of this model.…”

Section: Equality and Diversity In Francementioning

confidence: 99%

See 1 more Smart Citation

Comparative Case Study

2010

Encyclopedia of Case Study Research

View full text Add to dashboard Cite

The differences between France and Sweden are important regarding the implementation of gender equal employment practices. In both countries however, diversity Management has been recently imported under the influence of Anglo-Saxon practices. This paper investigates how diversity management is put in place in two utility companies, one in each country. After studying which HRM practices it includes and the factors that influence them, we will discuss the relationships between equal employment and diversity management in both countries. The first part of this paper will explore the national contexts and their influences on diversity management, applied to gender, age and ethnicity. We will then compare the development of diversity policies in two companies in France and Sweden. EAU DE PARIS has been considered one of the most diversity oriented company in France. The Swedish group VATTENFAL is a leading actor in the energy sector of the Nordic countries, whose diversity policy is part of a global sustainable development programme. National contingencies account for differences in policies' arrays and paces. However, Diversity management converges in both companies towards Equal employment human resource practices oriented by strategic business goals. We also discuss the relevance of the Anglo-Saxon debate between Diversity and Equal employment in the two countries.

show abstract

Diversity and its management as a dialectical process: Encountering Sweden and the U.S.

Cited by 46 publications

References 26 publications

A Multi-layered Exploration of the Diversity Management Field: Diversity Discourses, Practices and Practitioners in the UK

A Multi-layered Exploration of the Diversity Management Field: Diversity Discourses, Practices and Practitioners in the UK

Understanding approaches to managing diversity in the workplace

Comparative Case Study

Contact Info

Product

Resources

About