Introduction to the Special Topic Forum: Critical Discourse: Envisioning the Place and Future of Diversity and Inclusion in Organizations

Combs, Gwendolyn M.; Milošević, Ivana; Bilimoria, Diana

doi:10.1177/1548051819857739

Cited by 13 publications

(12 citation statements)

References 89 publications

(92 reference statements)

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“…Social justice efforts should reflect the current context of work while recognizing social and economic conditions (McDonald & Hite, 2018). D&I initiatives while they are growing in importance in the workplace, must go beyond hiring and recruiting (Combs et al, 2019). Learning and development must focus more on D&I as well as addressing workplace inequities.…”

Section: Discussionmentioning

confidence: 99%

Media Analysis of Middle Skill Learning Opportunities Shaped by COVID‐19

Frady

2021

New Horizons in Adult Education and Human Resource Development

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Prior to the COVID-19 pandemic, the workforce was already facing disruptive changes. The fourth industrial revolution and technology in the workplace, specifically artificial intelligence (AI), robotics, and big data, were already drastically reshaping the profile of a highly skilled worker in the 21st century. Now, the combination of challenges caused COVID-19 and these new workplace technologies are responsible for displacing entire occupations, shifting worker skills and tasks, and creating new sets of skills and tasks (World Economic Forum, 2018b). To ensure full employment of the workforce by 2030, major and possibly historic workforce transitions to new jobs, skills, and occupations will need to occur (McKinsey Global Institute, 2017). Middle skill jobs are jobs that typically require more than a high school diploma but less than a four-year degree. These jobs represent a significantly large sector of the American workforce and have been particularly vulnerable to workplace transitions (Autor, 2015; National Science Board, 2019). In an environment of workforce disruption caused by COVID-19, technology, external market forces, and globalization, middle skills workers need innovative avenues to support adaptation and development of skills for career resilience and sustainability.

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Section: Discussionmentioning

confidence: 99%

Media Analysis of Middle Skill Learning Opportunities Shaped by COVID‐19

Frady

2021

New Horizons in Adult Education and Human Resource Development

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“…The definitions of inclusion remain contested and varied in the literature. In broad managerial terms inclusion is typically viewed as concerned with ‘ways that organizations can maximize the benefits of diversity by fostering and promoting full rights, access, and privileges of employment and advancement to all organizational members’ (Combs et al, 2019: 279). Ferdman and Deane (2014: 4) argue that inclusion is ‘a way of working with diversity: it is the process and practice through which groups and organizations can reap the benefits of their diversity’.…”

Section: Conceptualising and Approaching Inclusion In Organisations Cmentioning

confidence: 99%

“…Other scholars have described various practices, principles and ways to create an inclusive climate, ensure inclusion at different levels of organisation, leadership, decision-making and so on (e.g. Bernstein et al, 2019; Boekhorst, 2015; Combs et al, 2019; Ferdman and Deane, 2014; Le et al, 2020; Nishii, 2013; Podsiadlowski et al, 2012; Randel et al, 2016). Notwithstanding these contributions, the pertinent and critical question, perceptively posed by Oswick and Noon (2014: 26) who ask whether ‘the emergent talk of inclusion constitutes the beginning of a shift away from diversity that might, in due course, be similar to the earlier shift from equality’, remains.…”

Section: Doing Inclusion In Organisationsmentioning

confidence: 99%

“…We broaden our understanding of the experiences of inclusion that may be specific to different social groups such as, for example, race, class and sexuality. We also seek to move away from the more individualist view of inclusion as a personal experience (Combs et al, 2019; Roberson, 2006) to understand the conditions, mechanisms and complexities of power relations in the process of inclusion. How and under which conditions are minority groups included in organisations?…”

Section: Introductionmentioning

confidence: 99%

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Introduction: Critically interrogating inclusion in organisations

et al. 2020

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This Special Issue seeks to begin to map out the key issues and contours of the emerging stream of literature on critical studies of inclusion in organisations. We aim to generate and develop further debates on critically theorising the concept, rhetoric and practices of inclusion, how inclusion manifests in different organisational contexts, how it works for different social groups, and how it continues to be implicated and interwoven with the logic of exclusion and inequality in contemporary organisations. The term ‘inclusion’ seems to have augmented the term ‘diversity’, resulting in the emergence of ‘diversity and inclusion’ as a standing term, with other terms, such as ‘equality’ and ‘equity’ currently less frequently used. In this Special Issue we treat diversity and inclusion as analytically distinct and question how far the ‘inclusion turn’ is changing practices in organisations. The papers in this Special Issue discuss how organisations ‘do’ inclusion, explore the conditions on which minority groups are included, and seek to develop a more nuanced understanding of the concept of inclusion by situating it into the broader social context and questioning the inclusion-exclusion binary.

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“…Inclusion is one of the most promising avenues for ensuring that diversity generates beneficial organizational outcomes (Brimhall and Saastamoinen, 2020;Roberson, 2019;Shore et al, 2018;Ferdman, 2017;Nishii, 2013;Shore et al, 2011). Although it is in its initial stages, research on inclusion has acquired a prominent position in organizational literature and has advocated for a change in orientation from diversity to inclusion (Combs et al, 2019;Hernandez et al, 2019;Roberson et al, 2017). Being included means individual perceptions of being accepted, valued, respected and treated fairly in their groups (Shore et al, 2011;Pearce and Randel, 2004;Mor Barak, 2000), reflecting a balance between the needs for belongingness (e.g.…”

Section: Introductionmentioning

confidence: 99%

Striving for inclusion: evidence from China using a latent profile approach

Zhao

2021

CMS

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Purpose This study aims to identify profiles of inclusion in the workplace to provide evidence-based guidance to build an inclusive organization. Design/methodology/approach Latent profile analysis (LPA), a person-centred classification analytical tool, was applied to determine the subtypes of inclusion with Mplus 7.4, using two-wave data collected from 368 employees in 8 Chinese companies. Findings Three subgroups were identified: identity inclusion group (the highest level of inclusion, 34.0%), value inclusion group (the moderate level of inclusion, 47.5%) and low inclusion group (the lowest level of inclusion, 18.5%). The findings indicate that groups with male, aged and highly educated members, as well as members from developed areas generally tend to feel more included and greater inclusion relates to more favourable outcomes and fewer detrimental consequences. Research limitations/implications As this study was conducted only in China, the results may not be generalizable to non-Chinese contexts. Practical implications The results may help organizational leaders develop a deeper understanding of the significance and the crux of inclusion. To address the duality of workforce diversity, managers can take initiatives to create an inclusive organization. To achieve inclusion, managers should pay attention to ways of improving the perceptions of inclusion among all employees. Originality/value This is among the first studies to identify the variants in inclusion in China using LPA. It reveals the subtypes and characteristics of inclusion and can serve as a starting point to explore how to realize organizational inclusion in theory and practice.

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Introduction to the Special Topic Forum: Critical Discourse: Envisioning the Place and Future of Diversity and Inclusion in Organizations

Cited by 13 publications

References 89 publications

Media Analysis of Middle Skill Learning Opportunities Shaped by COVID‐19

Media Analysis of Middle Skill Learning Opportunities Shaped by COVID‐19

Introduction: Critically interrogating inclusion in organisations

Striving for inclusion: evidence from China using a latent profile approach

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