From Balancing the Numbers to an Encompassing Business Case

Inéz Labucay

    Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

    Abstrakt

    The Business Case of Diversity Management has evolved as the predominant concept underlying many diversity studies and practices in the field. In this line of reasoning, corporate bottom line results like an increased return on investment (ROI) are partially explained by the existence of Diversity Management programs that aim at increasing both customer retention and employee performance. This rationale tends to overestimate the process gains and at the same time to underestimate the process losses in the face of mixed evidence on the link between diversity and performance (Kochan 2003; Horwitz and Horwitz 2007). The focus of the paper is on further developing and building on theoretical concepts of diversity. It also establishes links to non-mainstream theories like social network theory. After a short introduction to the model, the three stages of the model (Diversity concept, Diversity goals, Diversity measurement) are presented in more detail, followed by a summary and conclusion on its applicability and relevance for diversity practitioners. An outlook on further research ensues. The paper aims at delineating an approach to building a more encompassing Business Case.
    OriginalsprogEngelsk
    TidsskriftThe International Journal of Organizational Diversity
    Vol/bind12
    Udgave nummer3
    Sider (fra-til)65-77
    ISSN2328-6261
    StatusUdgivet - 2013

    Bibliografisk note

    CBS Bibliotek har ikke adgang til materialet

    Emneord

    • Business Case
    • Social Case
    • Diversity Measurement
    • Diversity Management
    • Diversity Reporting
    • Social Efficiency
    • Key Performance Indicators

    Citationsformater