Theories of Diversity within Organisation Studies: Debates and Future Trajectories

Janssens, Maddy; Steyaert, Chris

doi:10.2139/ssrn.389044

Cited by 41 publications

(5 citation statements)

References 31 publications

(42 reference statements)

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“…More field studies are needed in order to provide insight into the complexity of diversity in organizations. Being in line with Janssens and Steyaert (2003), future research may benefit from understanding diversity as a mosaic of differences, where all differences are interrelated, and where differences are continuously produced and reproduced through the social embeddedness. Diversity and difference are not given, but are produced within a network of relations that are situated in a social context.…”

Section: Resultsmentioning

confidence: 88%

Cultural Diversity and Its Impact on Social Interactive Processes

Vallaster

2005

Int'l Jnl of Cross Cultural Management

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In this article we report findings from three longitudinal studies carried out to understand the social interactive processes in multicultural groups observed in their organizational settings. Its aim was to explore the dynamics of cognitive, affective and communicative aspects during the development of a shared understanding. In particular, crystallizing the effect of culture in a temporal setting was considered. Data give reason to believe that country-of-origin diversity aspects during this process depend on whether employees feel this is salient in a particular context. The findings are of particular value to intercultural managers in their role as project leaders. For successful cooperation among culturally diverse group members, they need to facilitate social interactive processes by balancing perceived differences.

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Section: Resultsmentioning

confidence: 88%

Cultural Diversity and Its Impact on Social Interactive Processes

Vallaster

2005

Int'l Jnl of Cross Cultural Management

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“…Such progressive alternatives need to recognize the historical, structural and group-based nature of inequality (Konrad, 2003;Linnehan and Konrad, 1999), help empower the collective voice of employees and avoid essentializing difference without emptying its content (Lorbiecki and Jack, 2000;Swan, 2010;Zanoni and Janssens, 2004). Therefore, developing policy and research frameworks which are based on an intersectional conception of inequality (Holvino, 2010;Janssens and Steyaert, 2003;Nkomo, 1992) is essential.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

A Multi-layered Exploration of the Diversity Management Field: Diversity Discourses, Practices and Practitioners in the UK

Tatlι

2010

British Journal of Management

208

243

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This paper presents a multi-layered exploration of the diversity management field in the UK. In doing so, it aims to address two problematic tendencies in the current diversity research: the focus on single-level explorations, and the polarization between critical and mainstream approaches. Using Bourdieu's concept of field, I develop a theoretical framework that conceptualizes the field of diversity management in three constituents: diversity discourse, diversity practice and diversity practitioners. The framework is used to analyse empirical evidence generated through semi-structured interviews with 19 diversity managers of large private-sector companies. This study reveals the presence of a gap between the diversity discourse and practice, and the absence of any standard set of qualifications and skills requirement for practitioners. The findings demonstrate the twofold role of discourse in drawing the boundaries of the diversity management field. First, it is instrumental in constructing diversity management as distinct from equal opportunities. Second, the use discourse functions as a mechanism to control the entry of practitioners into this field, which otherwise has low entry barriers. The paper offers a contribution to management research in general and equality and diversity research in particular through its original use of Bourdieuan sociology in an empirical study.

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“…This development is clearly not the same for each and every individual. It is determined by certain aspects of the job design (physical and mental demands), the work process, and the employment relationship, as well as by factors outside the direct work context such as policy with regard to older workers and the course of a (working) life (Gould et al, 2008;Janssens & Steyaert, 2003;Pruijt, 1997;Sennett, 2008). It also depends on special events such as periods of unemployment or migration.…”

Section: Theoretical Conceptsmentioning

confidence: 99%

The Deployment of Enriched Capacities: The Rights of Older Workers

Zinsmeister¹,

Meerman²

2013

Journal of Workplace Rights

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The basic assumption in this article is that growing older does not mean only, or even necessarily, a decline in one's labour capacities. Some capacities increase over the years, although this development is clearly not the same for each and every individual. The older workers' "enriched" capabilities are determined by certain aspects of job design. Older employees find, however, that their ability to learn and grow is hardly respected or addressed by their employer. Through action research in collaboration with a team of older female care workers with low educational levels, a new learning process was launched in a health care institution. The programme was designed in line with the team's own needs and experience. Thus, the initiative and learning demand lay with the participants. Their experiences and interests were key to the learning programme, which consisted of experimental and collective learning with the opportunity of self-direction. With the development of their capacities in the job and their improved performance, a change arose both in the employment relationship (the delegation of power and a more coaching oriented management style) and in the work content (the possibility of organising and cooperating in order to solve problems together). Due to new cutbacks and quality requirements in the standardisation of care processes, however, most of the changes have since disappeared.

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Theories of Diversity within Organisation Studies: Debates and Future Trajectories

Cited by 41 publications

References 31 publications

Cultural Diversity and Its Impact on Social Interactive Processes

Cultural Diversity and Its Impact on Social Interactive Processes

A Multi-layered Exploration of the Diversity Management Field: Diversity Discourses, Practices and Practitioners in the UK

The Deployment of Enriched Capacities: The Rights of Older Workers

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