Understanding a culture of diversity through frameworks of power and change
The benefits of a diverse workforce are realized when an organization is characterized by a culture of diversity; for example, where there is respect for differences, flexibility, an orientation toward people vs. tasks, and equifinality. The purpose of this study was to identify personal and group forces that act on, or have the potential to act on, a culture of diversity. Personal interviews were conducted with 11 personnel in athletic departments in NCAA Division III institutions. An integrated model of power and change guided the interpretation of employees' perceptions and experiences with regard to organizational culture and diversity, and the further identification of individual and group driving and restraining forces at both surface and deep levels. Findings are discussed relative to pertinent theory and organizational implications are proposed.
Volume (Year): 13 (2010)
Issue (Month): 4 (November)
|Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/716936/description#description|
|Order Information:|| Postal: http://www.elsevier.com/wps/find/journaldescription.cws_home/716936/bibliographic|
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Fink, Janet S. & Pastore, Donna L. & Riemer, Harold A., 2003. "Managing Employee Diversity: Perceived Practices and Organisational Outcomes in NCAA Division III Athletic Departments," Sport Management Review, Elsevier, vol. 6(2), pages 147-168, November.
When requesting a correction, please mention this item's handle: RePEc:eee:spomar:v:13:y:2010:i:4:p:368-381. See general information about how to correct material in RePEc.
If references are entirely missing, you can add them using this form.