scholarly journals Organizational diversity: making the case for contextual interpretivism

2015 ◽  
Vol 34 (6) ◽  
pp. 496-509 ◽  
Author(s):  
W. J. Greeff
Keyword(s):  
Diversity Management ◽  
Internal Communication ◽  
Organizational Diversity ◽  
New Approach ◽  
Content Type ◽  
Organizational Contexts ◽  
Organizational Settings ◽  
Managing Diversity ◽  
Functional Aspects ◽  
Excellence Theory

Purpose – The purpose of this paper is to make a case for contextual interpretivism in managing diversity in organizational settings, specifically in its bearing on internal communication, going against the dominating functionalistic stance of venerated and ubiquitous approaches. Design/methodology/approach – Qualitative and quantitative methodologies were employed to explore the potential of contextual interpretivism within the mining and construction industries of South Africa, due to the fecund diversity context of its employee population. Findings – This paper points to the enriched understanding that could result from following a contextual interpretivistic approach to internal communication for diversity management, and in so doing discusses the ways in which this could take hold in organizations through the application of germane theoretical assertions of revered internal organizational communication literature, specifically the excellence theory and communication satisfaction. Research limitations/implications – The main limitation to this research is the restricted generalizability of its empirical research. Further research is required for the exploration of the central premise in other organizational contexts. Practical implications – The paper provides insights into the ways in which organizations could approach its diversity management so as to speak to more than just the functional aspects thereof, and rather to the importance of nurturing an understanding of employees’ interpretation of the organization’s diversity endeavors. Originality/value – The implications of applying a new approach to diversity management in organizational settings is discussed and argued, offering an empirical application thereof, which gives way to practical, data-driven recommendations for use in organizational settings.

Stories of innovation: roles, perspectives, and players

2013 ◽  
Vol 38 (1/2) ◽  
pp. 40-53 ◽  
Author(s):  
Jon Martens
Keyword(s):  
Organizational Culture ◽  
Idea Generation ◽  
Innovation Process ◽  
Project Teams ◽  
New Approach ◽  
Content Type ◽  
Organizational Settings ◽  
Culture Integration ◽  
Organizational Narrative

Purpose – This study aims to examine the roles of stories in the innovation process. Design/methodology/approach – An integrative literature review was used to identify and analyze studies that examined stories of innovation in various organizational settings. The conceptual framework of the review was based on three perspectives of organizational culture: integration, differentiation, and fragmentation. Findings – A typology of the roles of stories of innovation was synthesized from a review of the literature. The major roles in the typology included fostering a culture of innovation, managing product planning and project teams, facilitating idea generation and problem solving, and analyzing failed innovations. These roles were congruent with multiple perspective of organizational culture, including integration, differentiation, and fragmentation. Research limitations/implications – Additional research should be conducted to further explore and confirm the study's exploratory typology as a possible extension to the role of organizational narrative in the process of innovation. Practical implications – The study's conceptual typology can presently serve as a useful learning tool for HRD practitioners to facilitate an organization's understanding of the innovation process. Originality/value – The study presents a new approach to analyzing the roles of stories in innovation with perspectives of organizational culture and provides an initial base for further research that might extend understanding of the types of roles narratives play in innovation.

(Mis)managing diversity: exploring the dangers of diversity management orthodoxy

2016 ◽  
Vol 35 (1) ◽  
pp. 5-16 ◽  
Author(s):  
David Knights ◽  
Vedran Omanović
Keyword(s):  
Single Case ◽  
White Male ◽  
Historical Context ◽  
Diversity Management ◽  
Business Case ◽  
Content Type ◽  
Managing Diversity ◽  
Age Related ◽  
Research Interviews ◽  
Corporate Diversity

Purpose – The purpose of this paper is to challenge the dominance of the mainstream discourse and practice of diversity management (DM) by identifying and problematizing three distinct but related issues that it encompasses: first, its tendency to displace all alternative approaches; second, its general neglect of the social-historical context and third, its almost exclusive focus on the business case rationale for supporting diversity. Design/methodology/approach – Employing ethnographic research methods, the empirical material was collected in an international manufacturing corporation based in Sweden. It consists of three different, but interconnected approaches: archival research, interviews and observations. Findings – The paper shows that in neglecting power, identity, intersectionality and the changing socio-historical context of diversity, a well-meaning corporate diversity programme tended to obscure ethnic and age-related disadvantages at work. Research limitations/implications – The limitations of this research relate largely to its dependence on a single case study and the limited focus on diversity as it affected able-bodied, white male immigrant workers. A broader study of the multiplicity of types of discrimination and ways in which diversity is managed in a range of countries and organizations could facilitate a more in-depth exploration of these issues and arguments. Originality/value – Although not entirely new, the three arguments that have been drawn upon to discuss, analyse and illustrate DM through our data have rarely been brought together in one theoretical and empirical study.

scholarly journals Social innovation in managing diversity: COVID-19 as a catalyst for change

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deni̇z Palalar Alkan ◽  
Mustafa Ozbilgin ◽  
Rifat Kamasak
Keyword(s):  
Social Innovation ◽  
Diversity Management ◽  
Global South ◽  
Organizational Level ◽  
Workforce Diversity ◽  
Content Type ◽  
Managing Diversity ◽  
Global Pandemic ◽  
Global North ◽  
Organizational Mechanisms

PurposeCoronavirus disease 2019 (COVID-19) pandemic had an adverse impact on workforce diversity internationally. While in the Global North, many countries have sophisticated laws and organizational mechanisms and discourses to deal with such adverse impacts on workforce diversity, such structures of diversity management are either ceremonial or poorly developed in the Global South. The global pandemic disproportionately impacted Global North and Global South increases the existing gap due to vaccine rollout inequality and divergence in recoveries. The authors explore social innovation as a possible option for responding to the challenges induced by the COVID-19 pandemic.Design/methodology/approachThe study draws on interviews in 26 distinctive organizations operating in various industries in Turkey. The authors have adopted a qualitative design to explore how social innovation helps to respond to diversity concerns during the COVID-19 pandemic.FindingsThe authors demonstrate that social innovation presents a viable option for a country with a poorly regulated context of diversity management. Social innovation could help overcome the challenge of the absence of supportive legislation, discourses and practices of diversity in poorly regulated contexts.Originality/valueThe field study revealed several distinct forms of social innovation for diversity management, which emerged as a response to the COVID-19 pandemic. The authors demonstrate that in the absence of supportive diversity management structures and frameworks, social innovation in diversity management at the organizational level could provide a viable response to the emergent needs in the context of the COVID-19 pandemic.

Does diversity management matter in a traditionally homogeneous culture?

2019 ◽  
Vol 38 (7) ◽  
pp. 743-762
Author(s):  
Si Ahn Mehng ◽  
Sang Hyeon Sung ◽  
Lisa M. Leslie
Keyword(s):  
South Korea ◽  
Gender Diversity ◽  
Diversity Management ◽  
Organization Performance ◽  
Organizational Diversity ◽  
Content Type ◽  
Cultural Aspects ◽  
South Korean ◽  
Cultural Contingencies ◽  
Homogeneous Culture

Purpose The purpose of this paper is to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea. Design/methodology/approach This study integrates theory and research on why diversity can have either a positive (i.e. the information/decision-making paradigm) or a negative (i.e. the social categorization paradigm) effect on performance with different diversity perspectives (i.e. integration-and-learning, access-and-legitimacy, and discrimination-and-fairness). This study develops a model of when and how gender diversity affects organization performance and test the model with a sample of 177 South Korean organizations. Findings This study finds that gender diversity is negatively related to organization performance in South Korea. This study also finds that the effect of gender diversity is contingent on organizational diversity perspectives. Organizations with high gender diversity perform better to the extent that they have a discrimination-fairness perspective, but not a business-oriented perspective. On the other hand, a discrimination-fairness perspective is unrelated to performance for organizations that are low in gender diversity. Originality/value Although gender diversity in the South Korean workplace continues to increase, the relationship between gender diversity and organization performance has rarely been studied in the aspect of Korea’s traditionally homogeneous culture. This study highlights the importance of cultural-contingencies in understanding the consequences of diversity.

Social media and the promise of excellence in internal communication

2017 ◽  
Vol 6 (1) ◽  
pp. 11-25 ◽  
Author(s):  
Mark Verheyden
Keyword(s):  
Social Media ◽  
Public Relations ◽  
Internal Communication ◽  
Social Software ◽  
Content Type ◽  
Organizational Ethnography ◽  
Usage Patterns ◽  
Excellence Theory ◽  
Study Power ◽  
Symmetrical Communication

Purpose For many years the excellence theory (Grunig, 1992), with its ideal of two-way symmetrical communication, has been the dominant normative framework in public relations (PR). From an affordance perspective, social media seem to side perfectly with this promise of a more balanced power relation between participants in the communication loop. The purpose of this paper is to see if this promise was realized in the context of an internal communication practitioner’s social software use. Design/methodology/approach The authors used a critical case approach for the organizational ethnography. Therefore, the authors selected an IT company where the formal position of internal communication was being created. In this environment, the authors considered it “least likely” to find the unidirectional model of “push communication.” The authors used the network gatekeeping theory (Barzilai-Nahon, 2008) to study technology usage patterns in the organization. Findings The analysis indicates that the internal communicator uses social software to interact with other employees. The authors additionally found these tools to affect the gatekeeping role of internal communication, altering the position’s ideological focus through its ability to shape the technological environment. Research limitations/implications On a theoretical level, the network gatekeeping theory proved to be useful to study power relations inside organizations. On a practical level, the authors found themselves combining different data sources to grasp the complexity of organizational communication practices. Originality/value This research questions the widespread assumption that adoption of social software leads to excellence in PR. Additionally, the use of ethnographic methods in PR has been rare.

Internal audience segmentation and diversity in internal communication

2016 ◽  
Vol 21 (4) ◽  
pp. 450-464 ◽  
Author(s):  
Taewon Suh ◽  
Jaehun Lee
Keyword(s):  
Structural Equation ◽  
Internal Communication ◽  
The Body ◽  
Audience Segmentation ◽  
Data Set ◽  
Content Type ◽  
Managing Diversity ◽  
Segmentation Approach ◽  
Mission Integration ◽  
Mission Fulfillment

Purpose Workforce diversity is becoming a crucial matter in the area of internal communication. Realizing that there are multiple brackets within the body of a workforce (i.e. internal audience), the purpose of this paper is to develop an intermediate approach to manage diversity by segmenting the internal audience. Design/methodology/approach Developing a segmentation approach for managing diversity, the authors recommended the use of a few mathematical methodologies, including the expectation-maximization algorithm, partial least squares structural equation model (PLS-SEM) methodology, and Chow test, on a surveyed data set collected from 1,236 nurses of the US healthcare system. A PLS-SEM model, including employees’ mission awareness, management’s mission fulfillment, employees’ mission fulfillment, and turnover intention, was examined with respect to two internal segments. Findings Using a simple set of demographic variables, the authors demonstrated a practical approach to segmenting an internal audience and showed that causal relationships in a nomological network of variables regarding mission integration are significantly different between internal segments. Based on the segmentation approach, the authors proved that managers, in an effort to gain maximum diversity, can mix and match both the centrifugal force of diversity and the centripetal force of diversity to value individuals and for mission integration in their practices, respectively. Research limitations/implications The authors highlighted a practical matter of internal communication by connecting the concepts of diversity and internal audience segmentation. However, the generalizability of the results must be assessed in other settings. Practical implications While managing diversity involves valuing employees as individuals, the segmentation concept can function as a practical and useful intermediate tool for managing diversity. Practitioners can utilize varied sets of segmented variables according to their contexts. Social implications The authors emphasized valuing employees as individuals and developed a managerial way to make personal differences an asset to the productivity of an organization and society. Originality/value Introducing a segmentation approach to internal communication and adopting a set of useful statistical techniques, the authors attempted to develop a unique managing model of diversity. The authors suggested a dynamic and substantial segmentation of an internal audience with a smaller set of appropriate variables in each context.

Developing an empirical typology of diversity-oriented human resource management practices

2017 ◽  
Vol 36 (7) ◽  
pp. 915-929 ◽  
Author(s):  
Kavita Meena ◽  
Sita Vanka
Keyword(s):  
Factor Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Content Type ◽  
Managing Diversity ◽  
Hrm Practices ◽  
Human Resource Management Practices

Purpose The significance of human resource management in managing workforce diversity has been emphasized by researchers and various practices have been identified and prescribed in literature. However, there is lack of HR typologies to understand different diversity management alternatives. Hence, the purpose of this paper is to develop a typology of diversity-oriented human resource management (DHRM) practices for clear understanding. Design/methodology/approach The study employs factor analysis approach for developing typology. In total, 31 human resource management practices covering the five functions of HR, i.e. recruitment, selection, performance evaluation, compensation and training were identified from literature. These practices were analyzed to investigate whether and how these 31 practices cluster into higher order DHRM practices categories. Findings From factor analysis, seven categories of DHRM practices emerged. The findings showed marked differences in these seven DHRM practices categories aimed at managing diversity. Research limitations/implications Future, survey researchers can use this typology of DHRM practices to design instruments that allow a more in-depth and differentiating analysis of role of HRM in managing diversity than those that have been carried out in previous research. Practical implications Managers can use the seven types of DHRM practices identified as criteria to choose an adequate pattern for HRM practices to manage diversity. Originality/value The typology developed in the study has foundations in specific diversity-related HRM practices rather than based on generic HRM typologies.

scholarly journals Communicating science in organizational contexts: toward an “organizational turn” in science communication research

2020 ◽  
Vol 24 (3) ◽  
pp. 137-154
Author(s):  
Mike S. Schäfer ◽  
Birte Fähnrich
Keyword(s):  
Science Communication ◽  
Meta Analysis ◽  
Strategic Communication ◽  
Communication Research ◽  
Special Issue ◽  
Content Type ◽  
Organizational Contexts ◽  
Organizational Settings ◽  
Research Fields ◽  
Scientific Organizations

PurposeResearch on science communication in organizational contexts is scarce – even though many cases can be found where organizations from science and beyond communicate about science-related issues, or where organizational contexts have an impact on the communication of individual scientists and scientific organizations. Therefore, it is time for an “organizational turn” in science communication research, and for more scholarly emphasis on the specific cases that science-related communication in, from and about organizations presents. Such an approximation would benefit both science communication research and analyses of strategic and organizational communication.Design/methodology/approachThis special issue of the “Journal of Communication Management” on “Communicating Science in Organizational Contexts” is a step in this direction: It compiles commentaries from leading scholars in the respective fields as well as research articles coming from various disciplines and conceptual as well as methodological paradigms. In the editorial, we assess overlaps between scholarship on science communication and strategic communication, respectively, based on a meta-analysis of journals in the field(s), develop a guiding heuristic for analyzing science communication in organizational settings, and introduce the contributions to the special issue.FindingsThe meta-analysis shows that overlaps between science communication research and scholarship on strategic communication are scarce. While organizations and their communication appear occasionally, and increasingly often, in science communication research, scholars of strategic communication only rarely analyze science communication.Research limitations/implicationsThe meta-analysis is limited to the publications of five scholarly journals over ten years. It still demonstrates the lack of research in the intersection of scholarship on science communication and strategic communication.Practical implicationsScientific organizations are rapidly extending and professionalizing their strategic communication, and an increasing number of organizations beyond science communicate on science or science-related issues. Understanding science communication in organizational settings, therefore, is crucial for practitioners in both areas.Originality/valueAnalyzing science communication in organizational settings is of increasing importance – yet few studies exist that have done it, and the respective research fields devote not much attention to one another. The special issue is a first foray into this new, intersectional field.

Reflexivity in managing diversity: a pracademic perspective

2016 ◽  
Vol 35 (2) ◽  
pp. 136-153 ◽  
Author(s):  
Carolina Bouten-Pinto
Keyword(s):  
Action Learning ◽  
Research Approach ◽  
Organizational Diversity ◽  
Collaborative Relationships ◽  
Content Type ◽  
Managing Diversity ◽  
The People ◽  
Reflexive Practice ◽  
Post Hoc ◽  
Insight Into

Purpose – The purpose of this paper is to propose reflexivity as a means to managing diversity practice in organizations. Reflexivity enables taken for granted assumptions about identities, roles, perspectives, language, meanings and understandings between managers and employees to be explored and redefined in ways that matter to the people in the workplace. It provides insights and examples from a practitioner perspective while engaged in designing and implementing a managing diversity initiative. In addition, it positions the development of relationships between managers and employees as a key ingredient in managing diversity. Design/methodology/approach – This paper is based on a post hoc qualitative reflexive study of a managing diversity project undertaken by the author as a diversity practitioner. Findings – The study suggested that reflexivity can allow both managers and employees to critically examine the conventional ways in which diversity and differences are understood, as this awareness can enable more relational approaches to diversity to be developed. Research limitations/implications – Because of the chosen qualitative research approach, the specific findings cannot be generalized; rather, an example of the potential of reflexivity as practice in organizations is proffered and insights are offered to enable further academic enquiry and practical considerations. Practical implications – Reflexivity stimulates both independent and shared action-learning sense-making processes which support equal participation. This challenges and expands the diversity agendas prevalent in the applied field of managing diversity. For example, by positioning organizational diversity as an inter-subjective and contextual process, meaningful dialogue between employees and managers becomes possible. Moreover, as reflexivity allows for a range of narrative accounts to emerge from such embedded activities, this approach can serve as a model for similar dialogical processes to occur within the wider organization. In addition, this paper provides insight into how reflexivity as practice for both practitioners and researchers can offer a means for more collaborative relationships to develop at the practitioner/researcher nexus. Originality/value – The paper endeavors to make a contribution to both the academic and the practitioner managing diversity fields by demonstrating that reflexive practice can add significant value to managing diversity processes in organizations and research.

A comparative excellence framework for communication management

2016 ◽  
Vol 20 (4) ◽  
pp. 270-288 ◽  
Author(s):  
Dejan Vercic ◽  
Ansgar Zerfass
Keyword(s):  
Public Relations ◽  
Online Survey ◽  
Communication Management ◽  
New Approach ◽  
Content Type ◽  
Four Dimensions ◽  
General Management ◽  
Excellence Theory ◽  
Self Assessments ◽  
Multidisciplinary Perspective

Purpose Why are excellent communication departments actually outstanding? The purpose of this paper is to address this question from a multidisciplinary perspective and identify two different strands of the excellence debate, one from general management and the other from public relations and communication management. Insights from both perspectives are combined in a new approach – the comparative excellence framework (CEF). This framework has been applied in two studies among 3,691 communication departments across Europe. Characteristics of excellence identified in this empirical exercise are described. The results are then matched with insights from the excellence literature to test the plausibility of the new approach. Design/methodology/approach A literature survey has been used to identify current excellence approaches and to build the comparative framework. In the empirical part, two subsequent editions of an annual online survey of communication professionals across Europe were used to test the approach. Excellent departments were identified across four dimensions: advisory influence, executive influence, success and competence. Approximately one-fifth of each sample was identified as excellent. Findings The study shows that excellent communication departments are not simply better at communication; they are different. The characteristics identified are in line with popular organizational excellence models from management theory. Excellent departments employ different people (more experienced, with higher positions and in more strategic roles); they partner and collaborate more closely with the executive board and other departments in the organization; they base their work on different processes with more listening and research; and they produce more products at the strategic level, like overall communication and messaging strategies. There is also a strong congruence with excellence theory in communication management. Research limitations/implications The CEF uses a limited number of variables to distinguish excellent from other communication departments. This is typical for excellence approaches based on benchmarking and self-assessments. It helps to apply such approaches in practice. The empirical testing is based on data collected on one continent (Europe). Further research should employ data from other regions of the world and test whether results vary. Practical implications In its pragmatic simplicity, the CEF is a viable tool for practitioners for the assessment of communication department and for establishing a quality control system. It can also guide the development of training and education in communication management. Originality/value The paper demonstrates that communication management research fits into a larger stream of research in the field of quality management.

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