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dc.contributor.authorRisberg, Annette
dc.contributor.authorCorvellec, Hervé
dc.date.accessioned2022-11-08T13:36:33Z
dc.date.available2022-11-08T13:36:33Z
dc.date.created2022-08-11T10:58:18Z
dc.date.issued2022
dc.identifier.citationGender, Work & Organization. 2022, .en_US
dc.identifier.issn0968-6673
dc.identifier.urihttps://hdl.handle.net/11250/3030684
dc.description.abstractWe address the uncertain outcomes of diversity work in organizations by showing that diversity management does not let itself be reduced to a matter of success and failure. Drawing upon theories of ambiguities in organizations and 2.5 years of longitudinal fieldwork in a Swedish municipality, we show that ambiguities characterize diversity work, including what diversity encompasses, the goals of diversity management, and its outcomes. To account for these ambiguities, we suggest approaching diversity management in terms of trying rather than outcomes. First, focusing on trying emphasizes that working with diversity entails a shifting, relative, and tension-filled notion. Second, it brings forth the tentative performativity of diversity management. Third, it opens ways of looking at diversity in the workplace beyond a reductionist dichotomy between success and failure. Diversity work has no clear end, but this lack of an endpoint does not call into question its raison d'être. On the contrary, it makes it a reason to insist on trying to strive for enhancing diversity.en_US
dc.language.isoengen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.subjectambiguityen_US
dc.subjectdiversity managementen_US
dc.subjectdiversity worken_US
dc.subjectperformativityen_US
dc.subjectSwedenen_US
dc.subjecttryingen_US
dc.titleThe significance of trying: How organizational members meet the ambiguities of diversityen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionpublishedVersionen_US
dc.subject.nsiVDP::Samfunnsvitenskap: 200en_US
dc.source.pagenumber19en_US
dc.source.journalGender, Work & Organizationen_US
dc.identifier.doidoi.org/10.1111/gwao.12883
dc.identifier.cristin2042364
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode2


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
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