From Balancing the Numbers to an Encompassing Business Case

By Inéz Labucay.

Published by The International Journal of Organizational Diversity

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Article: Print $US10.00
Article: Electronic $US5.00

The Business Case of Diversity Management has evolved as the predominant concept underlying many diversity studies and practices in the field. In this line of reasoning, corporate bottom line results like an increased return on investment (ROI) are partially explained by the existence of Diversity Management programs that aim at increasing both customer retention and employee performance. This rationale tends to overestimate the process gains and at the same time to underestimate the process losses in the face of mixed evidence on the link between diversity and performance (Kochan 2003; Horwitz and Horwitz 2007). The focus of the paper is on further developing and building on theoretical concepts of diversity. It also establishes links to non-mainstream theories like social network theory. After a short introduction to the model, the three stages of the model (Diversity concept, Diversity goals, Diversity measurement) are presented in more detail, followed by a summary and conclusion on its applicability and relevance for diversity practitioners. An outlook on further research ensues. The paper aims at delineating an approach to building a more encompassing Business Case.

Keywords: Business Case, Social Case, Diversity Measurement, Diversity Management, Diversity Reporting, Social Efficiency, Key Performance Indicators.

International Journal of Organizational Diversity, Volume 12, Issue 3, pp.65-77. Article: Print (Spiral Bound). Article: Electronic (PDF File; 641.512KB).

Dr. Inéz Labucay

Representative of Chair, Personnel Management and Organization, Department of Business Economics, Martin-Luther University Halle, Halle, Germany

Inéz Labucay is a post doc Research Associate of the University of Halle-Wittenberg. After graduating from the University of Mannheim (Diploma in Business Studies), she received a Master of Science degree in Macroeconomics, esp. Empirical Economics and Policy Advice (M. Sc.), jointly awarded by the University of Halle-Wittenberg and the Halle institute for economic research (IWH). She also obtained her PhD from the University of Halle-Wittenberg with first class honours. She has been the Acting Professor in the Chair of Business Economics, Human Resource Management and Organization Studies at the University of Halle-Wittenberg. Dr. Labucay’s research interests include the macroeconomic consequences of workforce heterogeneity, organizational and social capital research, Personnel Development and Change Management, and the labour market. She is currently a Visting Scholar at Copenhagen Business School.