Reconceptualising Diversity Management from a Paradox Lens

TY - JOUR

T1 - Reconceptualising Diversity Management from a Paradox Lens

AU - Brøgger, Stina Rydell

AU - Andersen, Maria Dahl

PY - 2024/5

Y1 - 2024/5

N2 - Purpose: Since the 1980's, diversity management (DM) has been regarded as a relevant scholarly and practical endeavour laden with different and often contrasting rationales and conceptualisations. In this regard, the current literature on DM largely differentiates between two overarching approaches – the instrumental and the critical approach with varying conceptualisations and underlying understandings of DM. The purpose of this paper is to discuss how a paradox lens can be utilised to bridge existing understandings of diversity management. Design/methodology/approach: The authors aim to discuss the current state of DM literature and reconceptualise DM from a paradox lens. Findings: The authors argue that the use of a paradox lens on DM allows for challenges to be brought forward instead of ignored or hidden away by illuminating and actively acknowledging both the liberating but also the challenging and oftentimes constraining experiences for the actors involved. Thus, a Paradox lens offers space for embracing and utilising paradoxes when working with diversity. Originality/value: Diversity management is no new concept in the field of human resource management and several scholars argue that the longstanding divide between the instrumental and critical approach remains problematic and limiting for the practice of DM. Hence, the value of reconceptualising DM from a paradox lens lies in bridging the two approaches in order to give way to viewing DM as a nuanced, dynamic and multifaceted practice that can accommodate complexity and contradictions in new and potentially beneficial manners.

AB - Purpose: Since the 1980's, diversity management (DM) has been regarded as a relevant scholarly and practical endeavour laden with different and often contrasting rationales and conceptualisations. In this regard, the current literature on DM largely differentiates between two overarching approaches – the instrumental and the critical approach with varying conceptualisations and underlying understandings of DM. The purpose of this paper is to discuss how a paradox lens can be utilised to bridge existing understandings of diversity management. Design/methodology/approach: The authors aim to discuss the current state of DM literature and reconceptualise DM from a paradox lens. Findings: The authors argue that the use of a paradox lens on DM allows for challenges to be brought forward instead of ignored or hidden away by illuminating and actively acknowledging both the liberating but also the challenging and oftentimes constraining experiences for the actors involved. Thus, a Paradox lens offers space for embracing and utilising paradoxes when working with diversity. Originality/value: Diversity management is no new concept in the field of human resource management and several scholars argue that the longstanding divide between the instrumental and critical approach remains problematic and limiting for the practice of DM. Hence, the value of reconceptualising DM from a paradox lens lies in bridging the two approaches in order to give way to viewing DM as a nuanced, dynamic and multifaceted practice that can accommodate complexity and contradictions in new and potentially beneficial manners.

KW - Diversity management

KW - Paradox mindset

KW - Paradoxes

KW - Reconceptualization

UR - http://www.scopus.com/inward/record.url?scp=85179341641&partnerID=8YFLogxK

U2 - 10.1108/EDI-01-2023-0029

DO - 10.1108/EDI-01-2023-0029

M3 - Journal article

SN - 2040-7149

VL - 43

SP - 656

EP - 669

JO - Equality, Diversity and Inclusion

JF - Equality, Diversity and Inclusion

IS - 4

ER -