The diverse organization: Finding gold at the end of the rainbow

Scott, K. Andrea; Heathcote, Joanna; Gruman, Jamie A.

doi:10.1002/hrm.20459

Cited by 58 publications

(55 citation statements)

References 113 publications

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“…Diversity management research includes studies from the areas of human resource management (e.g., Alcázar et al, 2013;Bell et al, 2011;Scott et al, 2011), innovation management (e.g., Bassett-Jones, 2005), or organization and management studies more generally (e.g., Cox and Blake, 1991;Francoeur et al, 2007;Siciliano, 1996). Comprehensive overviews on the subject can be found in various recent special issues of academic journals (e.g., Metcalfe and Woodhams, 2012;Nishii and Özbilgin, 2007;Zanoni et al, 2010).…”

Section: Literature Review On Diversity Management and Communicationmentioning

confidence: 99%

“…A significant stream of scholarship on diversity management examines how organizations can use diversity instrumentally in order to gain competitive advantage and enhance organizational or team performance (e.g., Cox and Blake, 1991;Labucay, 2015;Robinson and Dechant, 1997;Scott et al, 2011). Researchers following the 'instrumental' tradition (Janssens and Zanoni, 2005) tend to conceptualize diversity as the difference between individuals.…”

Section: Instrumental Perspectives On Diversity Managementmentioning

confidence: 99%

“…Our review of the diversity management literature has aimed to show that, despite a broad range of understandings of the diversity concept, research in both the instrumental and the critical traditions tends to be primarily concerned with fostering the 'within-unit' diversity (Harrison and Klein, 2007) between individual organizational members (e.g., Cox and Blake, 1991;Harrison and Klein, 2007;Kamenou and Fearfull, 2006;Riach, 2009;Scott et al, 2011; van Laer and Janssens, 2011). Our own constitutive-polyphonic view departs from prior research on diversity management by treating the diversity of communicative practices (rather than the diversity of individuals) as the primary unit of analysis (see also Ashcraft et al, 2009).…”

Section: Toward a Constitutive-polyphonic Reconceptualization Of Divementioning

confidence: 99%

“…For example, diversityoriented recruitment practices are seen here as a strategic way of enhancing variety of the applicant pool and an organization's workforce (e.g., Scott et al, 2011). Promotion practices that favor diversity are presumed to have similar effects (Cox and Blake, 1991;James, 2000).…”

Section: (1) Facilitating the Polyphony Of Organizational Voicesmentioning

confidence: 99%

“…Existing literatures on diversity management offer only limited guidance in this matter. On the one hand, diversity management research in the 'instrumental' tradition (e.g., Cox and Blake, 1991;Robinson and Dechant, 1997;Scott et al, 2011) is concerned with how organizations can manage the diversity of organizational members along sociodemographic criteria (e.g., gender, age, or ethnicity) in order to gain competitive advantage and enhance team performance (an approach that the KPN example renders questionable). On the other hand, diversity management research in the 'critical' tradition draws on normative arguments to stress the importance of workforce diversity, for instance, based on ideals of social justice and social representation (e.g., Van Dijk et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective

Trittin

Schoeneborn

2015

J Bus Ethics

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Section: Literature Review On Diversity Management and Communicationmentioning

confidence: 99%

Section: Instrumental Perspectives On Diversity Managementmentioning

confidence: 99%

Section: Toward a Constitutive-polyphonic Reconceptualization Of Divementioning

confidence: 99%

Section: (1) Facilitating the Polyphony Of Organizational Voicesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective

Trittin

Schoeneborn

2015

J Bus Ethics

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Diverse and just? The role of quota‐based selection policies on organizational outcomes

Shaughnessy

Braun

Hentschel

et al. 2016

Euro J Social Psych

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Quota-based selection systems are viewed as a way to overcome biases; however, they may produce negative effects on the individuals as well as on the organizations that enact said procedures. To date, the processes underlying these negative effects have been relatively neglected in the literature and thus warrant further investigation. The current paper specifically seeks to address the process through which quota-based selection policies influence applicant evaluations of the organization and ultimately their decision to pursue employment. We demonstrate that quota-based selection policies negatively impact procedural justice perceptions, which in turn influenced perceptions of anticipated organizational support, organizational prestige, and organizational attractiveness. Ultimately, these organizational evaluations worked together to predict job pursuit intentions. The findings suggest that organizations need to carefully consider how they present their selection policies to applicant pools as they may harm organizational attractiveness and job pursuit intentions. The present study comes at a timely point in the discussion and implementation of quotas in Europe, and specifically in Germany, and provides some initial insights into how organizations are likely to be affected by such policies.

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Cultural camouflage-a critical study of how artefacts are camouflaged and mental health policy subverted

Berlin

Carlström

2013

Int J Health Plann Mgmt

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This study identifies hidden artefacts in a public organisation. In contrast to earlier studies, it focuses on artefacts as concealing rather than conveying meaning. Negligent behaviour caused by an unpopular culture was recognised in five psychiatric wards at a Swedish university hospital. Data comprising observations (87 h) and interviews (n = 60) were collected over a period of 48 months (2008-2011). Four different items used in everyday work representing a deeper meaning of the organisation were identified during the observations. The items selected were work attire, nametags, keys and restraint beds. These were considered particularly promising when it came to the aim of the study, namely, to find out how artefacts are camouflaged. The observations and the interviews revealed that these were controversial and contested artefacts in the organisation. The study uses the term 'cultural camouflage' for behaviour that ignores and consciously conceals symbols that have negative values. This concept contrasts with previous research that shows how artefacts are emphasised and how they contribute to the character of the activity in a transparent way. Conservative and backward-looking behaviour among staff provided one explanation as to why artefacts were concealed. Another was the need to establish harmonious internal interactions.

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The diverse organization: Finding gold at the end of the rainbow

Cited by 58 publications

References 113 publications

Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective

Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective

Diverse and just? The role of quota‐based selection policies on organizational outcomes

Cultural camouflage-a critical study of how artefacts are camouflaged and mental health policy subverted

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