Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE (www.oxfordhandbooks.com). © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 20 June 2019

Abstract and Keywords

Taking as a starting point the assumption that ambiguity is a constitutive condition of organizational practices in general, and, more specifically, practices of diversity, this chapter offers a framework for exploring the practices and perceptions of three forms of ambiguous diversity: strategic ambiguity, contradiction, and ambivalence. Through an illustration of the framework’s empirical applicability, we find that while ambiguity as such is neither inherently good nor bad, the various forms of ambiguity have different potentials for promoting diversity in organizational settings. In particular, expressions of ambivalence seem to be well suited for fostering new and more inclusive practices of diversity.

Keywords: ambiguity, diversity practices, strategy, contradiction, ambivalence, inclusivity

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.