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

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(Mis)managing diversity : exploring the dangers of diversity management orthodoxy. / Knights, David; Omanović, Vedran.

In: Equality, Diversity and Inclusion: An International Journal, Vol. 35, No. 1, 01.2016, p. 5-16.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Knights, D & Omanović, V 2016, '(Mis)managing diversity: exploring the dangers of diversity management orthodoxy', Equality, Diversity and Inclusion: An International Journal, vol. 35, no. 1, pp. 5-16. https://doi.org/10.1108/EDI-03-2014-0020

APA

Knights, D., & Omanović, V. (2016). (Mis)managing diversity: exploring the dangers of diversity management orthodoxy. Equality, Diversity and Inclusion: An International Journal, 35(1), 5-16. https://doi.org/10.1108/EDI-03-2014-0020

Vancouver

Knights D, Omanović V. (Mis)managing diversity: exploring the dangers of diversity management orthodoxy. Equality, Diversity and Inclusion: An International Journal. 2016 Jan;35(1):5-16. https://doi.org/10.1108/EDI-03-2014-0020

Author

Knights, David ; Omanović, Vedran. / (Mis)managing diversity : exploring the dangers of diversity management orthodoxy. In: Equality, Diversity and Inclusion: An International Journal. 2016 ; Vol. 35, No. 1. pp. 5-16.

Bibtex

@article{44142453444448a8a900115b04d6fba3,
title = "(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.",
keywords = "Discrimination, Context, Power, Intersectionality, Mismanaging diversity, Orthodoxy",
author = "David Knights and Vedran Omanovi{\'c}",
year = "2016",
month = jan,
doi = "10.1108/EDI-03-2014-0020",
language = "English",
volume = "35",
pages = "5--16",
journal = "Equality, Diversity and Inclusion: An International Journal",
issn = "2040-7149",
publisher = "Emerald Group Publishing Ltd.",
number = "1",

}

RIS

TY - JOUR

T1 - (Mis)managing diversity

T2 - exploring the dangers of diversity management orthodoxy

AU - Knights, David

AU - Omanović, Vedran

PY - 2016/1

Y1 - 2016/1

N2 - 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.

AB - 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.

KW - Discrimination

KW - Context

KW - Power

KW - Intersectionality

KW - Mismanaging diversity

KW - Orthodoxy

U2 - 10.1108/EDI-03-2014-0020

DO - 10.1108/EDI-03-2014-0020

M3 - Journal article

VL - 35

SP - 5

EP - 16

JO - Equality, Diversity and Inclusion: An International Journal

JF - Equality, Diversity and Inclusion: An International Journal

SN - 2040-7149

IS - 1

ER -