Exploring ethnicity in organizations

Kenny, Etlyn; Briner, Rob B.

doi:10.1108/02610151011042402

Cited by 14 publications

(11 citation statements)

References 39 publications

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“…British scholars have demonstrated how social class often closely intertwines with minority ethnicity. In one study, ‘black professional’ identities were as much about changing class status as ethnicity for early career graduates (Kenny and Briner, 2010). Another study indicated that early formative experiences of racism combined with social class transition enabled middle class blacks to signal class membership, minimising the probability of racial discrimination (Rollock et al, 2011).…”

Section: Discussionmentioning

confidence: 99%

Ethnic, gender and class intersections in British women’s leadership experiences

Showunmi¹,

Atewologun²,

Bebbington³

2016

Educational Management Administration & Leadership

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A qualitative study was conducted to examine how gender and ethnicity influenced leadership experiences of a mixed ethnic sample of British women. An intersectional framework was used which took the viewpoint that socio-demographic identities should be considered simultaneously in order to challenge universalist, gender and ethnic neutral assumptions of leadership. One hundred and thirty women of white, black, Asian and mixed ethnicity in senior management and leadership positions from a broad range of sectors participated in focus groups and interviews exploring leadership constructions and enactment. White women's leadership definitions reflected contemporary leadership models. In contrast, minority ethnic women defined leadership using predominantly ethno-cultural lenses, which informed their self-identities and orientation towards others. Regarding enacting leader identities, white women described historical gender and class barriers to enacting leadership, while minority ethnic women described current barriers linked to ethnic and religious identities. Practical implications for women's leader identity development and theoretical implications for developing more inclusive leadership theories are discussed.

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Section: Discussionmentioning

confidence: 99%

Ethnic, gender and class intersections in British women’s leadership experiences

Showunmi¹,

Atewologun²,

Bebbington³

2016

Educational Management Administration & Leadership

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“…Similar to the black British Caribbean graduate in Kenny and Briner's (2010) study, the chief medical doctors in the present study all felt that they had to work harder to gain acceptance, which they may never gain in the end, as one of my interviewees put it. However, there is another strategy that is quite the opposite of working more, involving detaching oneself from the profession's career paths.…”

mentioning

confidence: 67%

Exploring the experiences of women and migrant medical professionals in Swedish hospitals

Mulinari

2015

Equality, Diversity and Inclusion: An International Journal

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Purpose -The purpose of this paper is to analyse the different ways in which experiences of marginalisation within organisations are named and acted upon. Of particular interest is examining the ways in which the visibility of gender discrimination and the invisibility of ethnic discrimination indicate what the professionals in the study identify as horizons of possible individual and collective resistance. Design/methodology/approach -The paper takes as its point of departure Cho et al. (2013) notion of "intersectionality as an analytical sensibility" (p. 795). The material consists of qualitative semi-structured interviews with 15 chief medical doctors employed in two Swedish hospitals. Findings -The findings indicate that while there is an organisational visibility of gender inequality, there is an organisational invisibility of ethnic discrimination. These differences influence the ways in which organisational criticism takes place and inequalities are challenged. Female Swedish identified doctors acted collectively to challenge organisations that they considered male-dominated, while doctors with experience of migration (both female and male) placed more responsibility on themselves and established individual strategies such as working more or des-identification. However, they confronted the organisation by naming ethnic discrimination in a context of organisational silence.Research limitations/implications -The paper does not explore the different forms of racism (islamophobia, racism against blacks, anti-Semitism). In addition, further research is needed to understand how these various forms of racism shape workplaces in Sweden. Originality/value -The paper offers new insights into the difference/similarities between how processes of ethnic and gender discrimination are experienced among employees within high-status professions. The value of the paper lies in its special focus on how forms of resistance are affected by the frames of the organisation. The findings stress the importance of intersectional analyses to understand the complex patterns of resistance and consent emerging within organisations.

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“…Further areas of research that use TA include organisational research such as management and business (Kenny and Briner, 2010;McDowall and Saunders, 2010;Altinay et al, 2014), health (Howard et al, 2008), education (Au, 2007), sports science (Nash and Sproule, 2009) and tourism (Andriotis, 2010 cited in King, 2012, p. 427). TA studies vary in terms of size, from a single autobiographical case (King, 2008) to very large studies that may be considered large in qualitative terms, like 81 interviews by Donnelly (2008 cited in King, 2012, p. 427).…”

Section: Exploratory Study Methodsmentioning

confidence: 99%

Conceptualising the impact of culture and language upon hospitality service management

Tabari

Wilson

Ingram

2016

Worldwide Hospitality and Tourism Themes

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Purpose-To explore the nature and definitions of culture and its relationship to language and cultural sensitivity in hospitality management services. Methodology/Approach-a critical literature review followed by a phenomenological exploratory pilot study, employing Template Analysis. Findings-Previous studies indicate that the more individuals understand and embrace notions of intercultural sensitivity, then the better they become at being able to recognise and discriminate between cultural differences. Furthermore, as a by-product there is an increased appetite and tendency towards adopting cultural perspectives other than ones' own. However, the operationalisation of this process encourages benchmarking along linear scales, which is problematic and oversimplifies the dynamic and fluid nature of effective cultural transmission. Our findings suggest that rather than there being singular cultural and language constructs: there are cultures, which in places overlap, but elsewhere do not and therefore cannot be placed on universal scales; secondly, the critical success factor is less about linguistic literacy linked to vocabulary and explicit rational comprehension, and more about a pre-emptive cultural interpretive intelligence which identifies emotion and sentiment. Research limitations/implications-this is largely a conceptual paper, which it is suggested needs further empirical investigation-both longitudinally and on a larger scale. Practical implications-This perspective moves management, marketing and service delivery away from zero-sum games and transactional exchanges, whether financial, social, or linguistic, towards collective wealth creation, and empowerment-manifest in social cultural capital and the generation of tacit knowledge. The challenge that remains is how this process can be formalised and the tacit and implicit knowledge gained and created can be preserved.

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Exploring ethnicity in organizations

Cited by 14 publications

References 39 publications

Ethnic, gender and class intersections in British women’s leadership experiences

Ethnic, gender and class intersections in British women’s leadership experiences

Exploring the experiences of women and migrant medical professionals in Swedish hospitals

Conceptualising the impact of culture and language upon hospitality service management

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