Diversity

Mustafa F. Özbilgin is Professor of Organisational Behaviour at Brunel University London, UK; Co-Chair of Management and Diversity at the University of Paris Dauphine, France; and Visiting Professor of Management at Koç University, Turkey.

Table of Contents

Diversity *

Forewords *

Foreword by Professor Trish Greenhalgh *

Foreword by Professor Kurt April *

Preface *

Acknowledgements *

Dedication *

Introduction *

Chapter 1. Diversity and its origins *

1.1. Defining diversity *

1.2. How does diversity manifest? *

1.3. Categories of diversity *

1.4. Diversity and its multiple frames *

1.5. Illustrative case: the gene delusion *

1.6. Conclusion *

Chapter 2. Manifestations of diversity *

2.1. Etic categories of diversity *

2.1.1. Gender diversity *

2.1.2. Ethnic diversity *

2.1.3. Sexual orientation diversity *

2.1.4. Class diversity *

2.1.5. Physical, mental and sensory diversity *

2.1.5. Interspecies diversity (biodiversity) *

2.1.6. Technodiversity (cyborg diversity) *

2.1.7. Other forms of etic diversity *

2.2. Emic forms of diversity *

2.3. Multiple categories of diversity and intersectionality *

2.4. Illustrative case: migration of diversity *

2.5. Conclusion *

Chapter 3. Disciplinary influences on diversity science *

3.1. Formal sciences and diversity: emergence of diversity measurements in social sciences. *

3.2. Natural sciences and diversity: biodiversity, neurodiversity and social sciences. *

3.3. Humanities, arts and diversity: cultural de/constructions, and aesthetics of diversity *

3.4. Social sciences and diversity *

3.4.1. Psychology *

3.4.2. Sociology *

3..4.3. Political science and law *

3.4.4. Economics *

3.4.5. Business and management *

3.5 Illustrative case: interdisciplinarity and the case of Covid19 pandemic response *

3.6. Conclusion *

Chapter 4. Workforce diversity and its consequences *

4.1. Diversity and performance *

4.2. Diversity and innovation *

4.3. Workplace democracy, equality, and humanisation *

4.4. The bottom line for diversity *

4.5. diversity and social responsibility: complementarity versus competition *

4.6. Diversity and sustainability *

4.7. Illustrative case: from workforce diversity to posthumanist diversity and its consequences *

4.8 Conclusion *

Chapter 5. Against workforce diversity *

5.1. The dark side of diversity *

5.2. Backlash, resistance and opposition to diversity *

5.3. Totalitarian and populist objections to diversity *

5.4. Workforce diversity as a threat *

5.5. Illustrative case: denial of institutional racism in Britain *

5.6. Conclusion *

Chapter 6. The management of diversity *

6.1. The strategic approach to managing diversity *

6.2. The process approach to managing diversity *

6.3. The contextual approach to managing diversity *

6.4. The multilevel approach to managing diversity *

6.5. The relational approach to managing diversity *

6.6. The maturity approach to managing diversity *

6.7. Diversity management interventions and activities *

6.8. Illustrative case: diversity management failures *

6.9. Conclusion *

Chapter 7. Regulating diversity in and around organisations *

7.1. Regulation of diversity: a multilevel framework *

7.2. Regulation of diversity: a multifaceted framework *

7.2.1. Voluntary regulation of diversity *

7.2.2. Coercive regulation of diversity *

7.2.3. Relational regulation of diversity *

7.3. The new deal for regulating diversity: towards posthuman diversity *

7.3.1. Human diversity: intersectional solidarity *

7.3.2. Biodiversity: empowering environment as a legal entity *

7.3.3. Techno diversity: challenging ownership and value chains of technology *

7.4. Illustrative case: responsibilisation in a neoliberal context for posthuman diversity *

7.5. Conclusion *

References *