Abstract
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.
| Original language | English |
|---|---|
| Journal | Equality, Diversity and Inclusion |
| Volume | 35 |
| Issue number | 4 |
| Pages (from-to) | 296-307 |
| ISSN | 2040-7149 |
| DOIs | |
| Publication status | Published - 2016 |
Keywords
- Critical diversity
- Diversity management
- Change
- Power
- Organizational level analysis
Cite this
}
Putting Diversity to Work : An Empirical Analysis of how Change Efforts Targeting Organizational Inequality Failed. / Holck, Lotte.
In: Equality, Diversity and Inclusion, Vol. 35, No. 4, 2016, p. 296-307.Research output: Contribution to journal › Journal article › Research › peer-review
TY - JOUR
T1 - Putting Diversity to Work
T2 - An Empirical Analysis of how Change Efforts Targeting Organizational Inequality Failed
AU - Holck, Lotte
PY - 2016
Y1 - 2016
N2 - 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.
AB - 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.
KW - Critical diversity
KW - Diversity management
KW - Change
KW - Power
KW - Organizational level analysis
KW - Critical diversity
KW - Diversity management
KW - Change
KW - Power
KW - Organizational level analysis
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U2 - 10.1108/EDI-12-2015-0107
DO - 10.1108/EDI-12-2015-0107
M3 - Journal article
VL - 35
SP - 296
EP - 307
JO - Equality, Diversity and Inclusion
JF - Equality, Diversity and Inclusion
SN - 2040-7149
IS - 4
ER -