Trade-offs and disappearing acts: shifting societal discourses of diversity in Canada over three decades

In the past few decades, research on minority and disadvantaged groups in the workplace has focused on the discourse of diversity management; however, most of this research has emphasized individual and organizational discourse rather than broader, societal contexts. Our critical analysis of societal/macro level discourse explores the discursive constructions of equity and diversity in Canada, and provides original findings on how these discourses have been produced in the public sphere. We apply quantitative and qualitative textual analysis to articles published from 1986 to 2014 in The Globe and Mail, a nationally distributed newspaper, and the Canadian Employment Equity Act Annual Reports from 1988 to 2013. This paper describes a range of discursive patterns including those focusing on compliance-based equity oriented toward social justice as well as voluntary ‘diversity management’ grounded in corporate self-interest. It demonstrates important trade-offs in who is protected and promoted through the contrasting discourses, and in the types of actors legitimizing these discourses. We provide detailed evidence of these patterns by applying Habermas’ Theory of Communicative Action, and conclude with a discussion of implications for practice and for theory that are suggested in our analysis.     

Managing Discursive Tension: the Co–Existence of Individualist and Collaborative Discourses in Flight Centre

Our study of the travel agency Flight Centre began as a case study of a company that appears to be a 'success story' in what is a highly competitive industry. In the course of our study we found that inscribed in Flight Centre were two, differing discourses which appear to co–exist in creative tension throughout the organization. One discourse is competitive individualism and the other collaborative teamwork. Our paper focuses on how Flight Centre has made use of multiple discourses such as these in the process of achieving competitive advantage, and how people manage the differing discursive logics which confront them on a day–to–day basis. The paper proceeds by identifying the social and textual practices which constitute each discourse. It then establishes the discursive co–existence and tension which exists between the two discourses. Study is made of the conditions under which this discursive co–existence is disrupted. We then identify the interpretative routines and practices through which organizational actors maintain and reproduce discursive co–existence. Our paper concludes by considering a variety of implications of studying multiple discourses in organizations.     

From National Service to Global Player: Transforming the Organizational Logic of a Public Broadcaster

We present organizational logics as a meso‐level construct that lies between institutional theory's field‐level logics and the sense‐making activities of individual agents in organizations. We argue that an institutional logic can be operationalized empirically using the concept of a discourse – that is, a coherent symbolic system articulating what constitutes legitimate, reasonable, and effective conduct in, around, and by organizations. An organization may, moreover, be simultaneously exposed to several institutional logics that make up its broader ideational environment. Taking these three observations together enables us to consider an organizational logic as a spatially and temporally localized configuration of diverse discourses. We go on to show how organizational logics were transformed in the Australian Broadcasting Corporation between 1953 and 1999 by examining the changing discourses that appeared in the Corporation's annual reports. We argue that these discourses were modified through three main forms of discursive agency: (1) undertaking acts of ironic accommodation between competing discourses; (2) building chains of equivalence between the potentially contradictory discourses; and (3) reconciling new and old discourses through pragmatic acts of ‘bricolage’. We found that, using these forms of discursive agency, a powerful coalition of actors was able to transform the dominant organizational logic of the ABC from one where the Corporation's initial mission was to serve national interests through public service to one that was ultimately focused on participating in a globalized media market. Finally, we note that discursive resources could be used as the basis for resistance by less powerful agents, although further research is necessary to determine exactly how more powerful and less powerful agents interact around the establishment of an organizational logic.     

Telling and selling the value of diversity and inclusion—External consultants' discursive strategies and practices

On the basis of a qualitative study of a subgroup of diversity professionals, external diversity and inclusion (D&I) consultants, we explore D&I consultants' discursive strategies and practices situated within organisational structures, relations, and interactions of power and knowledge. Theoretically, the research reveals how D&I consultants' own discursive strategies interact with existing organisational and societal discourses of diversity, incrementally shaping their continual evolution. A classification is developed, which sets out four approaches taken by consultants with regard to their discursive strategies in relation to clients. The findings suggest that HR practitioners need to work in tandem with external consultants to develop strategies to improve the status and legitimacy of diversity work if the field is to progress the organisational D&I agenda.     

Linking top management team age heterogeneity to firm performance: juxtaposing two mid-range theories

Previous research on top management team heterogeneity and firm performance has focused almost exclusively on the non-visible attributes (e.g. functional background, tenure) of cultural diversity as opposed to the visible attributes (e.g. age, race and gender). The few studies there are show inconsistent results. For example, most field work - consistent with social identity theory notions - shows that cultural diversity, in isolation has negative organizational consequences. Only a few laboratory studies, however - consistent with information and decision-making theories - show that diversity in groups relates to favourable organizational outcomes. As social identity theory suggests, we find that top management team (TMT) age heterogeneity, in isolation, relates negatively to return on assets. On sales growth (i.e. organizational growth), the relationship is positive, lending support for information and decision-making theories. However, we find a curvilinear relationship between TMT age heterogeneity and sales growth, supporting both the mid-range theories. More specifically, TMT age heterogeneity is positively related to sales growth at low and medium levels and negatively related to sales growth at high levels. In addition, results reveal that context moderates linear and non-linear relationships. The results provide evidence of the importance of cultural diversity in TMTs for competitive advantage but also suggest the complexities of increasing it to observe these benefits.     

Organizational diversity programs across cultures: effects on absenteeism,turnover, performance and innovation

This study examined data from over 5000 organizations in 22 countries to address three complementary issues: (1) the influence of national culture on the adoption of diversity programs aimed at recruiting, training and promoting individuals from specific target groups; (2) the moderating effect of national cultural practices on the relationship between these diversity programs and the organizational outcomes of absenteeism and turnover; and (3) the mediating effect of absenteeism and turnover on the relationship between diversity programs and organizational performance and innovation. National cultural values and practices were taken from the GLOBE study and assigned respectively to the organizations in our sample. A multilevel path analysis supported the hypothesized effects of national cultural values on organizational diversity programs. Moreover, cultural practices were found to moderate the relationship between diversity programs and absenteeism and turnover. Our hypotheses on the role of absenteeism and turnover as mediators of the relationship between diversity programs and organizational performance and innovation were also supported. Our findings may help guide managers' decisions on the adoption of diversity programs in units operating in different national cultures. We discuss the implications of our findings for scholars and practitioners concerned with diversity management issues in a global context.     

Organizational Goals,Outcomes, and the Assessment of Performance: Reconceptualizing Success in Management Studies

We revisit the study of organizational goals, outcomes, and assessment of performance that together define the process leading to ‘success’. We begin by conducting a systematic review of existing research which allows us to develop an integrative framework discussing this large body of work. We then describe contemporary research examples in light of our proposed framework. We close by proposing four new areas to continue to advance the field: reconceptualizing performance (and success) as achievement of goals; diversity of goal systems in research designs, and their relationship with the purpose of an organization; multilevel and temporal dynamics; and governance of goal setting. Overall, our efforts inform future research on organizational success in the context of our new societal challenges and accomplish the intriguing task of re-defining success in management studies.     

Human Resource Management and the Permeable Organization: The Case of the Multi‐Client Call Centre*

ABSTRACT Despite the interest over recent years in the fragmentation of organizations and the development of contracting, little attention has been paid to the impact of the associated inter‐organizational relationships on the internal organization of employment. Inter‐organizational relations have been introduced primarily as a means of externalizing – and potentially rendering invisible – employment issues and employment relations. In a context where inter‐organizational relationships appear to be growing in volume and diversity, this constitutes a significant gap in the literature that this paper in part aims to fill. The purpose of the paper is two‐fold: to develop a framework for considering the internal and external organizational influences on employment and to apply this framework within a case study of a multi‐client outsourcing call centre. We explore the interactions between internal objectives, client demands and the use of external contracting in relation to three dimensions of employment policy: managing the wage‐effort bargain, managing flexibility and managing commitment and performance. It is the interplay between these factors in a dynamic context that provides, we suggest, the basis for a more general framework for considering human resource policy in permeable organizations.     

Minority Employees Engaging with (Diversity) Management: An Analysis of Control,Agency, and Micro‐Emancipation*

abstract This study analyses how minority employees engage with control in organizations. Differently from most critical studies of diversity management, which focus on how minority employees are discursively controlled, we approach (diversity) management as a constellation of both identity‐regulating discourses and bureaucratic controls. We assume that minority employees are agents who actively resist and/or comply with the constellation of controls they are subject to. Based on qualitative data collected in a technical drawing company and a hospital, the specific constellation of controls in each organization is first reconstructed. Four interviews with minority employees are then analysed in depth, showing how their engagement with material and discursive controls creates both constraints and possibilities of micro‐emancipation.     

‘Don't Waste a Crisis’: Opening up the City Yet Again for Neoliberal Experimentation

This essay calls for a systematic investigation of the financial‐economic crisis as a source of new urban governance rationalities across Europe. We propose combining an understanding of neoliberalization as a variegated social phenomenon with a cultural political economy approach sensitive to the discursive dimension of variegation and the evolutionary mechanisms through which discursive variation is translated into geo‐institutional differentiation. We illustrate how this theoretical framework may help to analyse the impact of the crisis on urban governmental rationalities. Rather than offering a complete cultural political economy account of the responses of European cities to the financial‐economic crisis, we analyse how the crisis and the responses to it have been represented in discourses on urban policies and development by focusing on two discursive sites that are of strategic importance, namely OECD LEED and URBACT. Our preliminary findings suggest a re‐assemblage of existing discourses rather than the emergence of a new post‐neoliberal urban government rationality.     

‘Totally Un‐Australian!’: Discursive and Institutional Interplay in the Melbourne Port Dispute of 1997–98*

ABSTRACT We examine how discourses are mobilized and deployed by actors in an inter‐organizational domain during a critical industrial relations event. We identify the ways that business interests and union interests in the Melbourne Port industrial dispute of 1997–98 related to each other. We weave concepts from domain theory and organizational discourse theory in deriving the concept of the discursively ordered domain. This suggests that the main processes that occur in a domain are actors’‘mapping’ texts onto discourses and discourses onto interpretive schemes which make certain courses of action rational and sensible. Methodologically, we join an institutional‐historical analysis and a text‐based discourse analysis to gain a well‐rounded understanding of the situation. We extract several discursive frameworks which the major actors mobilized to make sense of the situation, and draw linkages to the actions that those positions made possible. The main findings are that actors in the two networks performed complex mapping in different ways, the material and symbolic outcomes of the dispute are products of those mapping processes, and the material and discursive aspects of the domain interweave. We discuss the value of the concept of discursively ordered domain for mutually enriching domain theory and discourse analysis and for understanding critical events such as major industrial disputes in new ways.     

Alternative diversity management: Organizational practices fostering ethnic equality at work

Taking a critical, performative stance, this study aims to advance our understanding of diversity management enhancing ethnic equality at work. Relying on a multiple-case study, we inductively identify organizational practices that foster the valuing of multiple competencies and the ability to express multiple identities, two key organizational markers of ethnic equality advanced in the gender and diversity literature. Our analysis indicates that ethnic equality is fostered by practices that broaden dominant norms on competencies and cultural identities, and avoid reducing ethnic minority employees to mere representatives of a stigmatized social group. In contrast to ‘classical’ diversity management practices which focus on individuals’ cognitive biases toward out-group members, these practices redefine what is ‘standard’ in the employment relationship, hereby structurally countering ethnic inequality within organizational boundaries.     

A Tale of Three Discourses: The Dominant,the Strategic and the Marginalized*

abstract This study drew from a structurational view of discourse and employed a discourse analysis approach based on rhetoric and hermeneutics to analyse the organizational discourses operating in the UK operations of a global human resources consulting firm, People Associates. The aims were firstly to understand in what sense we can speak of ‘modes of discourse’ in organizational settings; secondly to explore the potential existence and nature of interrelations among different modes of discourse; and thirdly to explore the constructive potential of modes of discourse on their social and organizational contexts. The results suggest that modes of discourse can usefully be seen as rhetorical enthymemes constituted of relatively stable, normative structures and flexible, action‐oriented structures; that modes of discourse can interrelate through their deeper structural features, and can have mutually co‐optive or antagonistic relationships; and lastly that the constructive potential of discourse is based primarily on its deeper structures, and on the consonance of surface communicative actions with these structures. This research thus sheds light on fundamental definitional and substantive issues in organizational discourse; in particular offering a novel conceptualization of the nature of discourse, a further understanding of discursive interrelations, and finally one way to understand its constructive effects on social organizations.     

The Continuity–Change Duality in Narrative Texts of Organizational Identity*

abstract This paper focuses on how continuity and change are managed discursively in narrative texts of organizational identity and thus helps move forward the discussion about persistence and change in organizational identity. The study reports on the content, context and authorial elements of the evolving narrative composed by a Canadian bank's senior managers. The analysis indicates that the discursive strategies employed by organizational authors to establish confluence (or simultaneous continuity and change) include the selective reporting of elements from the past, present and future, the juxtaposition of the ‘modern and attractive’ with the ‘outdated and undesirable’, the persistent use of expansive labels that allow the addition and subtraction of meanings attached to the labels, and the importation of selected themes from the wider macro‐discourses. In keeping with the view that organizations are plurivocal, evolving narratives of the organization in the business press are also presented. These narratives contribute themes that are at times concordant with senior managers’ accounts and thus confirm the value of the changes in identity elaborated by management; at other times, press accounts are discordant with senior managers’ narratives and provide alternative evaluations of the changes. The paper concludes with reflections on the indeterminacy of both organizational identity – for the texts that constitute it remain open to multiple readings and to subsequent re‐writing that continually destabilize it – and the narrative research enterprise that falls short of providing comprehensive and incontrovertible accounts of the voices that constitute organizations.     

The globalization of operations in Eastern and Western countries: Unpacking the relationship between national and organizational culture and its impact on manufacturing performance

Understanding national and organizational culture becomes increasingly important in the era of transnational manufacturing. As the world becomes flat and boundaries break down, manufacturers need to understand the proper role of culture in order to obtain competitive advantage. Thus, the current study conducts a multilevel investigation of the impact of eight national and organizational culture dimensions (according to GLOBE framework) on manufacturing performance. An ANOVA comparison of 189 manufacturing plants between Eastern (Japan and South Korea) and Western (Germany, United States, Finland, and Sweden) countries indicates that organizational culture inside plants differs in three dimensions (power distance, future orientation, and performance orientation). Hierarchical Linear Modeling analysis further suggests that organizational culture has more of an effect on manufacturing performance than national culture or the fit between them. In addition, Country Developmental Indexes, both Economic and Infrastructural, do not impact manufacturing performance, reinforcing our conclusion about the weak influence of the national level factors on manufacturing performance. In an era of globalization, these results have practical implications for organizations expanding across national boundaries by developing an internal organizational culture consistent with high performance manufacturing.     

Do Birds of a Feather Flock Higher? The Effects of Partner Similarity on Innovation in Strategic Alliances in Knowledge‐Intensive Industries

In spite of the consensus on the benefits of strategic alliances for learning and innovation, our understanding of the effects of partner similarity remains conflicted. This paper develops an integrative theoretical framework in which we propose that similar partners in a focal firm's alliance portfolio contribute to the firm's innovation up to a threshold, beyond which additional similar partners can lead to a decrease in innovation because of the trade-offs embedded in collaboration between similar partners. In this integrative framework, we also draw on organizational ecology and institutional perspectives to propose that the effect of partner similarity on innovation is positively moderated by organizational aging and the industry norm of collaboration at the firm's founding. Results from an analysis of 176 biotechnology firms between 1988 and 1999 support our arguments. This study contributes to research on strategic alliance and innovation by considering both the benefits and costs of partner similarity in the context of alliance portfolios and by exploring the multilevel contingencies for the effects of partner similarity.     

Divergence in HR Functional Roles in Local Government

Abstract

In spite of a growing body of research on the position and role of HRM and the HR function in organizations, local government HRM has not received the attention it deserves. This article contributes to research on the role of the HR function by deploying a discursive perspective on how HR managers construct their function's role in the context of Finnish local government. Five discourses are located in the talk of HR managers, which show emerging discursive tensions and contradictions in the roles of the HR function in local government.     

Exploring the performance effects of visible attribute diversity: the moderating role of span of control and organizational life cycle

Research on how cultural diversity – especially visible attributes such as race and gender – impacts organizational performance remains practically nonexistent. We examine the effect of racial diversity and gender diversity on firm performance utilizing a contingency framework. Empirical findings from a field study support the hypothesized contingent effects of an organization's structure, specifically managerial span of control, on both racial and gender diversity's pre-assumed benefits. In addition, the study highlights the role of life-cycle stage when modelling the diversity–performance relationship. Future research directions and managerial implications are discussed.     

Affinity networks as diversity instruments. Three sociological dilemmas

Are affinity networks, like women’s, LGBTQ+ and bicultural employee networks, really effective instruments for diversity management? These networks, also called identity networks, diversity networks or employee resource groups, are seen as important means to make organizations more inclusive and to provide spaces for professional development and social networking. However, they also strengthen exclusionary norms and power hierarchies. The identification of three sociological dilemmas shines light on the complexities and the ambiguous effects of identity networks. Through its discourse, activities and organizational structure, a network either supports individual career advancement – while strengthening existing inequalities – or promotes organizational change. Recognizing these dilemmas will help researchers, organizations, diversity practitioners, and affinity networks to make more informed and deliberate choices.