- The Oxford Handbook of Diversity in Organizations
- List of Illustrations
- List of Contributors
- Introduction: Mapping the Field of Diversity in Organizations
- The Politics of Equality and Diversity: History, Society, and Biography
- Duelling Dualisms: A History of Diversity Management
- Theories of Difference, Diversity, and Intersectionality: What Do They Bring to Diversity Management?
- Rethinking Diversity in Organizations and Society
- Reflections on Diversity and Inclusion Practices at the Organizational, Group, and Individual Levels
- Reframing Diversity Management
- Advancing Postcolonial Approaches in Critical Diversity Studies
- A Postcolonial Deconstruction of Diversity Management and Multiculturalism
- Queer Perspectives Fuelling Diversity Management Discourse: Theoretical and Empirical-Based Reflections
- Ambiguous Diversities: Practices and Perceptions of Diversity Management
- Individuals, Teams, and Organizational Benefits of Managing Diversity: An Evidence-Based Perspective
- Organizational Benefits through Diversity Management: Theoretical Perspectives on the Business Case
- Explaining Diversity Management Outcomes: What Can Be Learned from Quantitative Survey Research?
- Challenges and Opportunities: Contextual Approaches to Diversity Research and Practice
- In Search of the ‘Real’: The Subversive Potential of Ethnography in the Field of Diversity Management
- Collecting Narratives and Writing Stories of Diversity: Reflecting on Power and Identity in Our Professional Practice
- Rethinking Higher Education Diversity Studies through a Diversity Management Frame
- Global Diversity Management: Breaking the Local Impasse
- Entrepreneurship and Diversity
- Practices of Organizing and Managing Diversity in Emerging Countries: Comparisons between India, Pakistan, and South Africa
- Intersectionality at the Intersection: Paradigms, Methods, and Application—A Review
- The Intersectionalities of Age, Ethnicity, and Class in Organizations
- People with Disabilities: Identity, Stigmatization, Accommodation, and Intersection with Gender and Ageing in Effects on Employment Outcomes
- Of Race and Religion: Understanding the Roots of Anti-Muslim Prejudice in the United States
- Intersectionality, Social Identity Theory, and Explorations of Hybridity: A Critical Review of Diverse Approaches to Diversity
- Examining Diversity in Organizations from Critical Perspectives: The Validity of the Research Process
- Future Challenges for Practices of Diversity Management in Organizations
- From Here to There and Back Again: Transnational Perspectives on Diversity in Organizations
Abstract and Keywords
The term intersectionality made its entrance in the research community at the end of the twentieth century. Since that time, many different approaches to intersectionality have arisen that vary in discipline, methodology, epistemology, and in conceptualization. Unfortunately though, little research has examined how to study or to apply intersectionality. While the broad research community has created a variety of conceptualizations of intersectionality, less work has been done on its application. This chapter examines the messiness and controversy of intersectionality, arguing that the problematic nature of the ‘operationalization’, or application, of intersectionality is integrally linked to its conceptualization across varying paradigmatic approaches.
Saint Mary's University
Mariana Ines Paludi is a PhD student at the Sobey School of Business, Saint Mary’s University, Canada, and Teaching and Research Assistant at Universidad Nacional de General Sarmiento, Argentina. Her areas of research include critical management, gender, culture, Latin America, and postcolonialism. In 2011, she was awarded with Vanier Canada Graduate Scholarship to pursue her PhD studies.
Jean Helms-Mills is Professor of Management at the Sobey School of Business, Saint Mary’s University, Canada, and Professor (part time) at Jyväskylä School of Business and Economics, Jyväskylä University, Finland. She is Associate Editor of Gender, Work and Organization and serves on the editorial boards of several other journals. Her books include Making Sense of Organizational Change (Routledge, 2003), Understanding Organizational Change (Routledge, 2009), and the forthcoming Routledge Companion to Critical Management Studies.
Albert J. Mills is Professor of Management and Director of the Sobey PhD (Management) at Saint Mary’s University, Canada. He has served as Senior Research Fellow at Hanken University, Finland, and more recently as Distinguished Visiting Fellow at Queen Mary University, UK. He has published over 20 books, including Sex, Strategy and the Stratosphere (Palgrave/MacMillan, 2006) and in the forthcoming Oxford Handbook of Diversity in Organizations (with R. Bendl, I. Bleijenbergh, and E. Henttonen).
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