(Mis)managing diversity: exploring the dangers of diversity management orthodoxy

Abstract

Purpose – The purpose of this paper is to challenge the dominance of the mainstream discourse and practice of diversity management (DM) by identifying and problematizing three distinct but related issues that it encompasses: first, its tendency to displace all alternative approaches; second, its general neglect of the social-historical context and third, its almost exclusive focus on the business case rationale for supporting diversity. Design/methodology/approach – Employing ethnographic research methods, the empirical material was collected in an international manufacturing corporation based in Sweden. It consists of three different, but interconnected approaches: archival research, interviews and observations. Findings – The paper shows that in neglecting power, identity, intersectionality and the changing socio-historical context of diversity, a well-meaning corporate diversity programme tended to obscure ethnic and age-related disadvantages at work. Research limitations/implications – The limitations of this research relate largely to its dependence on a single case study and the limited focus on diversity as it affected able-bodied, white male immigrant workers. A broader study of the multiplicity of types of discrimination and ways in which diversity is managed in a range of countries and organizations could facilitate a more in-depth exploration of these issues and arguments. Originality/value – Although not entirely new, the three arguments that have been drawn upon to discuss, analyse and illustrate DM through our data have rarely been brought together in one theoretical and empirical study.

Engaging complex diversity in academic institution: The case of “triple periphery” in a context of a divided society

“…Studies on organizational diversity have drawn on two main orientations: the essentialist (etic) approach, based on social-psychological perspective, and the emic approach, derived from social constructionist perspectives (Knights & Omanovi c, 2016). The essentialist orientation conceptualizes diversity as differences in a wide range of group members' characteristics, including demographic features, such as age, gender, race, and ethnicity but also features such as values, attitudes, learning capabilities, professional competencies, and expertise.…”

“…Organizational research driven by the etic approach focuses on fixed gender, race, and ethnic categories, often ignoring internal variations and intersections of social categories. This orientation underscores objective differences while overlooking contextual influences reflected in implicit power asymmetries and hidden overtones largely orchestrated by social institutions (Becker, Kraus, & Rheinschmidt-Same, 2017;Desivilya Syna, 2020;Desivilya et al, 2017;Holck et al, 2016;Knights & Omanovi c, 2016).…”

Exploring Incongruence in Mentoring Dyads in Indian Firms: The Protégé Perspective

“…To sum up, scholars are increasingly questioning the positivist trend of decontextualizing HRM from the social–historical context of the workplace (Cooke, 2018; Knights & Omanović, 2016). This study adds to emerging literature by putting under the scanner mentoring as a one-fits-all-developmental process, by suggesting that while on the face of it Western mentoring models have been imbibed extensively in corporate India, in reality the process of enculturation and perception of belonging to a particular Indian social group is strong enough to impact mentoring experiences and thus cannot be swept under the proverbial carpet.…”

Barriers of organizational inclusion: A study among academics in Egyptian public business schools

“…Knights and Omanovic [40] highlight that inclusion-related outcomes involve and are not limited to safeguarding human rights, ensuring equality and promoting social justice. These outcomes are much broader than those related to diversity, which mainly focuses on accessing new markets, supporting corporate innovative capabilities and enhancing problem-solving skills.…”