Forms of Ownership for Sustainability and Resilience: The Need for Biodiversity and Corporate Diversity

2021 ◽  
pp. 91-133
Author(s):  
Jonathan Michie
Keyword(s):  
Corporate Diversity

Barriers and Mitigating Strategies of Entrepreneurial Business Growth: The Role of Entrepreneur Race and Gender

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Natasha Conley ◽  
Diana Bilimoria
Keyword(s):  
Business Growth ◽  
Structured Interviews ◽  
Female Entrepreneurs ◽  
Race And Gender ◽  
High Performing ◽  
Black And White ◽  
Corporate Diversity ◽  
And Gender ◽  
Barriers To Growth ◽  
Racial Ethnic

Abstract In this study, we investigate the obstacles to growth and the mitigating strategies of high-performing (over $1 million in revenues) entrepreneurial businesses, and how these differ between businesses owned by Black and White entrepreneurs and between female and male entrepreneurs. Data were collected through semi-structured interviews and qualitatively analyzed using grounded theory and thematic analysis methods. Findings reveal that the lack of access to capital is faced by all groups of entrepreneurs, but that Black and female entrepreneurs additionally faced racial discrimination and gender bias obstacles to their business growth. While all entrepreneurs used social capital strategies to mitigate the barriers to growth that their businesses faced, Black and female entrepreneurs additionally employed faith and prayer as well as business engagement in governmental and corporate diversity initiatives as strategies to overcome the obstacles. Implications of the findings for the entrepreneurial business growth of racial/ethnic minority and female-owned firms are discussed.

scholarly journals The Origins and Effects of Corporate Diversity Programs

2013 ◽  
Author(s):  
Frank Dobbin ◽  
Alexandra Kalev
Keyword(s):  
Equal Opportunity ◽  
Time Series Data ◽  
Diversity Training ◽  
Series Data ◽  
Mentoring Programs ◽  
Full Time ◽  
Wide Range ◽  
Diversity Programs ◽  
Corporate Diversity ◽  
The 1960S

Corporations have implemented a wide range of equal opportunity and diversity programs since the 1960s. This chapter reviews studies of the origins of these programs, surveys that assess the popularity of different programs, and research on the effects of programs on the workforce. Human resources managers championed several waves of innovations: corporate equal opportunity policies and recruitment and training programs in the 1960s; bureaucratic hiring and promotion policies and grievance mechanisms in the 1970s; diversity training, networking, and mentoring programs in the 1980s; and work/family and sexual harassment programs in the 1990s and beyond. It was those managers who designed equal opportunity and diversity programs, not lawyers or judges or government bureaucrats, thus corporate take-up of the programs remains very uneven. Statistical analyses of time-series data on the effects of corporate diversity measures reveal several patterns. Initiatives designed to quash managerial bias, through diversity training, diversity performance evaluations, and bureaucratic rules, have been broadly ineffective. By contrast, innovations designed to engage managers in promoting workforce integration—mentoring programs, diversity taskforces, and full-time diversity staffers—have led to increases in diversity in the most difficult job to integrate, management. The research has clear implications for corporate and public policy.

Corporate Diversity and the Provision of Financial Services

2002 ◽  
Vol 8 (4) ◽  
pp. 643-684 ◽  
Author(s):  
P. Guijarro ◽  
D. J. P. Hare
Keyword(s):  
United Kingdom ◽  
Financial Services ◽  
Look Ahead ◽  
Corporate Diversity

ABSTRACTThe corporate landscape of United Kingdom financial services has changed considerably in the last fifteen years with virtually all the main players now shareholder-owned. The dominance of shareholder ownership may not last for ever and the pendulum could swing back to alternate structures. Should the actuarial profession look ahead and consider what, if anything, could be done to encourage diversity? This paper considers some of the issues involved and raises some questions for the profession to discuss.

Corporate diversity under AI microscope

2017 ◽  
Vol 235 (3134) ◽  
pp. 16
Author(s):  
Timothy Revell
Keyword(s):  
Corporate Diversity

#MeToo will sustain demands for US corporate diversity

2021 ◽  
Keyword(s):  
Gender Diversity ◽  
The United States ◽  
Workplace Culture ◽  
Content Type ◽  
Technology Sector ◽  
Corporate Diversity ◽  
Race Ethnicity ◽  
And Gender ◽  
Central Pillar ◽  
Ethnicity And Gender

Significance That turned the eleven-year-old MeToo movement into a central pillar of a broader drive in the United States to address gender, race and social inequality. Since then, the technology sector has become a bit more hospitable to women but still has much to do on employment and workplace culture. Impacts COVID-19 has stalled some of the momentum to #MeToo reforms. The tech sector's persistent poor gender diversity potentially hurts industry competitiveness. Few US states have yet extended sexual harassment protections to cover race, ethnicity and gender identity.

It's Good to Be Different: How Diversity Impacts Judgments of Moral Behavior

2021 ◽  
Author(s):  
Uzma Khan ◽  
Ajay Kalra
Keyword(s):  
Team Performance ◽  
Perspective Taking ◽  
Consumer Attitudes ◽  
Diversity And Inclusion ◽  
Corporate Diversity ◽  
The Media ◽  
Greater Good ◽  
And Behavior ◽  
Attitudes And Behavior ◽  
Positive Effect

Abstract Recently, conversation on diversity and inclusion has been at the forefront in the media as well as the workplace. Though research has examined how diversity impacts organizational culture and decision-making, little attention has been given to how corporate diversity impacts consumers’ responses to the firm. This article establishes a link between diversity and the perceived morality of market actors. A series of studies demonstrate that greater diversity (racial, gender, or national) in a corporate team leads to perceptions of greater morality of the firm and its representatives and, as a consequence, results in more favorable consumer attitudes and behavior towards the firm. This positive effect arises because consumers perceive diverse teams as possessing higher perspective-taking abilities. Since marketplace morality is concerned with the greater good, we argue that higher perceptions of perspective-taking signal that the team will safeguard the broad interests of the community rather than serve narrow interest groups. The findings have broad implications since consumers are increasingly concerned with moral consumption. Our research suggests that diversity in the workforce is not only important for team performance and social equity but can shape consumers’ sentiments and behaviors towards the firm.

A “Flying High, Landing Soft” Platform for Supplier Diversity

2016 ◽  
pp. 72-84 ◽  
Author(s):  
Ye-Sho Chen ◽  
Nurhan Davutyan ◽  
İris Ersoy
Keyword(s):  
International Education ◽  
Global Economy ◽  
Diversity Management ◽  
Global Markets ◽  
Inclusive Growth ◽  
Supplier Diversity ◽  
Corporate Diversity ◽  
Global Supplier

Diversity management has emerged as a unique agenda of today's corporations in the global economy. One important area of corporate diversity management is supplier diversity, which is an inclusive growth program designed to help develop under-represented businesses into competitive suppliers of corporations. A major challenge of supplier diversity is that many minority suppliers lack the capability to deliver products which the corporate buyers need. Another major challenge is that few minority suppliers have the ability to participate in the global markets opportunities. We address these two problems by proposing an innovative “Flying High, Landing Soft” platform for international education in supplier diversity to help multinationals manage their global supplier diversity.

The Importance of Ownership

2017 ◽  
Author(s):  
Jonathan Michie
Keyword(s):  
Economic Development ◽  
Financial Crisis ◽  
Western Europe ◽  
Global Financial Crisis ◽  
Social Democracy ◽  
International Order ◽  
New Era ◽  
Bretton Woods ◽  
Productive System ◽  
Corporate Diversity

Following the 2007–08 global financial crisis and subsequent years of stagnation in many economies, there remains no consensus alternative to ‘capitalism unleashed’. This chapter considers that alternative. Just as the rise of capitalism led to the co-operative, Marxian, and other critiques, and just as the crisis of the 1930s led to Keynesianism and social democracy across much of Western Europe and a new international order as fashioned at Bretton Woods, so the failure of capitalism unleashed needs to herald a new era of global economic development—sustainable environmentally, economically, and socially. This will require a greater degree of corporate diversity, with a range of corporate forms—private, state, and co-operative and mutual. This is needed to make the productive system more resilient. It would also be a way of tackling the otherwise relentless spiral of ever greater inequality.

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