Diversity Management and Organizational Change: Potentialities and Limitations

By Isabelle Barth and Christian Mahieu.

Published by The Diversity Collection

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

We tackle relations that diversity management practices keep up with processes of differentiation and organizational change. We envisage these practices according to two points of view: their immediate effects on diversity managers as well as on individuals and concerned groups; their insertion in an ongoing corporate policy which gives them a sense and “organizes” them. What are the characteristics of a management and an organization capable of favoring the inclusion of discriminated persons, but more still the “inclusiveness”? This last notion underlines the capacity of the organization to be transformed in order to favor continuously the integration of persons corresponding to more and more diversified profiles, and for which it will be more necessary to take into account their specificities, thus their singularity. The notion of inclusive organization evokes agents’ inclusion of previously discriminated categories but intended to merge in an organizational and competence models centered on a dominant social type. The notion of inclusiveness questions these models. Which are then the potentialities and the limits of diversity management practices to build these transformative capacities? To begin to answer that question we base our argument on an inquiry within a major French firm.

Keywords: Depth Interviews, Diversity Managers, French Firm, Management Practices, Responsibilities, Activities, Projects, Corporate Policy

International Journal of Diversity in Organizations, Communities and Nations, Volume 11, Issue 1, pp.105-116. Article: Print (Spiral Bound). Article: Electronic (PDF File; 800.794KB).

Dr. Isabelle Barth

Associate Dean, Strasbourg Business School, University of Strasbourg, Strasbourg, France

Isabelle Barth is professor at the University of Strasbourg, France, in management sciences. She is the Dean of EM Strasbourg Business School since May 2011. Her research topics are Sale, Management of Diversity and emergent behavior of consumption.

Christian Mahieu

Senior Fellow Researcher, Lille Economy and Management, Research Centre, CNRS, National Centre for Scientific Research, Lille, France

Christian Mahieu is senior fellow researcher at the LEM (Lille Economy and Management), common research center of CNRS (National centre for scientific research) and of the Institute of Business Administration-IAE-University of Lille. He is a doctor in Sociology. He led numerous programs of study and research for various ministries, local public authorities as well as for numerous companies. He has held operational responsibilities in development and evaluation programs concerning relations between public research facilities and the economic development. He also leads consulting missions. Often privileging an action research approach, its research works concern complex processes of organizational transformation; strategy practices; profiles, positions and postures of managers; programs, actions and devices of management development; processes and devices of transformation using dialogue and deliberation within organizations; the commitment of managers facing ethical and strategic dilemmas, in particular in private and public organizations.


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