Putting Diversity to Work: An Empirical Analysis of how Change Efforts Targeting Organizational Inequality Failed

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

Purpose: The purpose of this article is to critically explore why a diversity agenda in favor of equal opportunities failed despite apparent organizational support and commitment to diversity.
Design/methodology/approach: Drawing on data from a municipal center, this study inquires into how organizational dynamics of power and hierarchy influence change efforts to alter practices of inequality. The study is positioned within critical diversity research and structured around an analysis of the researcher’s fieldwork experiences.
Findings: The analysis examines into why change efforts failed despite organizational approval of a diversity agenda, open-mindedness towards change and legitimacy in regard to diversity. Paradoxically, change efforts designed to alter the status quo were, in practice, derailed and circumvented through power dynamics reproducing organizational inequality.
Research limitations/implications: A single case study in a particular type of organization constrains the generalizability but point to new directions for future research.
Practical implications: This study aims at sensitizing researchers and diversity practitioners alike to the organizational embeddedness of diversity initiatives. Accordingly, change efforts must necessarily address diversity in a situated perspective and as intersecting with key organizational power dynamics gaining impetus from macro discourses on diversity and difference.
Originality/value: Few critical diversity scholars engage with practitioners and reflect on the impact of their studies. In doing so, this paper contributes by developing diversity research, exploring the limitations and possibilities for increasing its relevance and impact.
Purpose: The purpose of this article is to critically explore why a diversity agenda in favor of equal opportunities failed despite apparent organizational support and commitment to diversity.
Design/methodology/approach: Drawing on data from a municipal center, this study inquires into how organizational dynamics of power and hierarchy influence change efforts to alter practices of inequality. The study is positioned within critical diversity research and structured around an analysis of the researcher’s fieldwork experiences.
Findings: The analysis examines into why change efforts failed despite organizational approval of a diversity agenda, open-mindedness towards change and legitimacy in regard to diversity. Paradoxically, change efforts designed to alter the status quo were, in practice, derailed and circumvented through power dynamics reproducing organizational inequality.
Research limitations/implications: A single case study in a particular type of organization constrains the generalizability but point to new directions for future research.
Practical implications: This study aims at sensitizing researchers and diversity practitioners alike to the organizational embeddedness of diversity initiatives. Accordingly, change efforts must necessarily address diversity in a situated perspective and as intersecting with key organizational power dynamics gaining impetus from macro discourses on diversity and difference.
Originality/value: Few critical diversity scholars engage with practitioners and reflect on the impact of their studies. In doing so, this paper contributes by developing diversity research, exploring the limitations and possibilities for increasing its relevance and impact.
SprogEngelsk
TidsskriftEquality, Diversity and Inclusion
Vol/bind35
Udgave nummer4
Sider296-307
ISSN2040-7149
DOI
StatusUdgivet - 2016

Emneord

  • Critical diversity
  • Diversity management
  • Change
  • Power
  • Organizational level analysis

Citer dette

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abstract = "Purpose: The purpose of this article is to critically explore why a diversity agenda in favor of equal opportunities failed despite apparent organizational support and commitment to diversity.Design/methodology/approach: Drawing on data from a municipal center, this study inquires into how organizational dynamics of power and hierarchy influence change efforts to alter practices of inequality. The study is positioned within critical diversity research and structured around an analysis of the researcher’s fieldwork experiences.Findings: The analysis examines into why change efforts failed despite organizational approval of a diversity agenda, open-mindedness towards change and legitimacy in regard to diversity. Paradoxically, change efforts designed to alter the status quo were, in practice, derailed and circumvented through power dynamics reproducing organizational inequality.Research limitations/implications: A single case study in a particular type of organization constrains the generalizability but point to new directions for future research.Practical implications: This study aims at sensitizing researchers and diversity practitioners alike to the organizational embeddedness of diversity initiatives. Accordingly, change efforts must necessarily address diversity in a situated perspective and as intersecting with key organizational power dynamics gaining impetus from macro discourses on diversity and difference.Originality/value: Few critical diversity scholars engage with practitioners and reflect on the impact of their studies. In doing so, this paper contributes by developing diversity research, exploring the limitations and possibilities for increasing its relevance and impact.",
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Putting Diversity to Work : An Empirical Analysis of how Change Efforts Targeting Organizational Inequality Failed. / Holck, Lotte.

I: Equality, Diversity and Inclusion, Bind 35, Nr. 4, 2016, s. 296-307.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

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