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 ContentsDiversity * 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 *