Introduction

Abstract

In recent years diversity and its management have become popular topics of discussion in all kinds of organizations. Diversity management practices have spread around the globe focusing on the organizing and management of inclusion and exclusion of different genders, sexualities, ethnicities, ages, classes and (dis)abilities and many other identity categories. This chapter provides a general introduction to the volume, which seeks to explore what diversity is and what it has to do with organizations. The editors present description of each chapter and reflections based on the texts.

Grand Challenges, Feminist Answers

“…Whereas mainstream organization theory upholds the myths of neutrality and efficiency of organizational structures, and rationality and meritocracy in organizational practices of hiring, promoting and rewarding employees (Amis, Mair, & Munir, 2020), feminist theories explain how social categories function as core principles of organizing. Social categories structure the division of labour along lines of gender, class, race, ethnicity, age, sexual orientation, and dis/ability and their intersections (Bendl, Bleijenbergh, Henttonen, & Mills, 2015; Kumra, Simpson, & Burke, 2014). Feminist work develops rich and complex theorizations of the many ways in which organizations produce and reproduce social inequalities at different levels of analysis; from opportunities, tasks and wages, to jobs, careers and professions, and from networks and sectors to countries, regions and cultures.…”

Diversity Networks: Networking for Equality?

“…Our three-level framework provides avenues for further research with regard to other diversity management practices. Despite the increasing attention paid to diversity management in organizations, our current knowledge about which practices are most effective in which organizational settings and contexts remains limited (Bendl et al, 2015;Nkomo and Hoobler, 2014). Our framework encourages a critical analysis distinguishes between multiple levels of organizational equality, and allows us to go beyond effects on the numerical representation of marginalized employees.…”

Diversity Networks: Networking for Equality?

“…Despite the increasing attention paid to diversity management in organizations, our current knowledge about which practices are most effective in which organizational settings and contexts remains limited (Bendl et al, 2015;Nkomo and Hoobler, 2014). Despite the increasing attention paid to diversity management in organizations, our current knowledge about which practices are most effective in which organizational settings and contexts remains limited (Bendl et al, 2015;Nkomo and Hoobler, 2014).…”