- 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
In this chapter, we zoom in on a set of diversity practices that prevail in organizations: training, mentoring, and networks. These practices meet scholarly critique for their lack of transformation. They are often seen as targeting ‘the Other’ employees to get them at par with majority employees, leaving the current system intact. However, it can be questioned whether values, practices and routines indeed remain intact in the organizations that engage in diversity training, mentoring, and networks. The aim of this chapter is to come to a better assessment of the transformative potential of these popular diversity practices. The notion of transformative potential means the potential for diversity practices to diminish inequalities by changing organizational work practices, norms, routines and interactions. We use the so-called 3D model that provides a systematic way of assessing diversity practices. We find that training, mentoring and networking can denote so many different things that it is as incorrect to dismiss any single of these interventions, as it is to praise them in general. We conclude that a multi-dimensional power perspective challenging structural discrimination and addressing conflicting interests is key to any diversity practice that strives for transformative change.
Yvonne Benschop is Professor of Organizational Behaviour at the Institute for Management Research, Radboud University Nijmegen, The Netherlands. Her research concentrates on the informal organization processes that play a crucial role in the success or failure of gender and diversity management strategies, and on the processes of power and resistance in organizational change.
Royal Institute of Technology, Stockholm, Sweden
Marieke van den Brink is Assistant Professor at the Institute for Management Research, Radboud University Nijmegen, The Netherlands. Her main research interest focuses on ways (gender) inequalities are produced and countered in organizations, especially in recruitment and selection. She currently studies the possibilities for organizational change towards diversity and the resistance against change interventions.
Indek, Royal Institute of Technology (KTH),
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