Relevant bibliographies by topics / Diversity Management

Academic literature on the topic 'Diversity Management'

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Published: 4 June 2021
Last updated: 28 July 2024

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Journal articles on the topic "Diversity Management"

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Morrison, Marlene, Jacky Lumby, and Krishan Sood. "Diversity and Diversity Management." Educational Management Administration & Leadership 34, no. 3 (July 2006): 277–95. http://dx.doi.org/10.1177/1741143206065264.

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Süß, Stefan, and Markus Kleiner. "Diversity-Management." WiSt - Wirtschaftswissenschaftliches Studium 35, no. 10 (2006): 560–65. http://dx.doi.org/10.15358/0340-1650-2006-10-560.

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Kersten, Astrid. "Diversity management." Journal of Organizational Change Management 13, no. 3 (June 2000): 235–48. http://dx.doi.org/10.1108/09534810010330887.

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Falkenstein, Michael. "Diversity Management." Zeitschrift für Arbeits- und Organisationspsychologie A&O 60, no. 1 (January 2016): 51–53. http://dx.doi.org/10.1026/0932-4089/a000205.

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Jose Chiappetta Jabbour, Charbel, Fernanda Serotini Gordono, Jorge Henrique Caldeira de Oliveira, Jose Carlos Martinez, and Rosane Aparecida Gomes Battistelle. "Diversity management." Equality, Diversity and Inclusion: An International Journal 30, no. 1 (January 4, 2011): 58–74. http://dx.doi.org/10.1108/02610151111110072.

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Ivancevich, John M., and Jacqueline A. Gilbert. "Diversity Management." Public Personnel Management 29, no. 1 (March 2000): 75–92. http://dx.doi.org/10.1177/009102600002900106.

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There are now more new faces and diversity among the workforce than ever before and this trend is expected to continue into the 21st century. Managers in public and private organizations are searching for and experimenting with various approaches to more effectively deal with increasing workforce diversity. This article briefly reviews the history of diversity management and calls for a new agenda that encourages more collaboration between scholars and administrators, increased researcher on-site observation of workplace reactions to diversity management initiatives, more informative and rigorous case studies, and more third-party evaluations of diversity management initiatives.
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Holck, Lotte, Sara Louise Muhr, and Florence Villesèche. "Identity, diversity and diversity management." Equality, Diversity and Inclusion: An International Journal 35, no. 1 (February 8, 2016): 48–64. http://dx.doi.org/10.1108/edi-08-2014-0061.

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Purpose – The purpose of this paper is to examine the relationship between the identity and diversity literatures and discuss how a better understanding of the theoretical connections between the two informs both diversity research and diversity management practices. Design/methodology/approach – Literature review followed by a discussion of the theoretical and practical consequences of connecting the identity and diversity literatures. Findings – The authors inform future research in three ways. First, by showing how definitions of identity influence diversity theorizing in specific ways. Second, the authors explore how such definitions entail distinct foci regarding how diversity should be analyzed and interventions actioned. Third, the authors discuss how theoretical coherence between definitions of identity and diversity perspectives – as well as knowledge about a perspective’s advantages and limitations – is crucial for successful diversity management research and practice. Research limitations/implications – The authors argue for a better understanding of differences, overlaps and limits of different identity perspectives, and for a stronger engagement with practice. Practical implications – The work can encourage policy makers, diversity and HR managers to question their own practices and assumptions leading to more theoretical informed diversity management practices. Originality/value – The theoretical connections between identity and diversity literature have so far not been reviewed systematically. The work foregrounds how important it is for diversity scholars to consider identity underpinnings of diversity research to help further develop the field within and beyond the three streams the authors discuss.
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Hubrig, Adam, Jessica Masterson, Stevie K. Seibert Desjarlais, Shari J. Stenberg, and Brita M. Thielen. "Disrupting Diversity Management." Pedagogy 20, no. 2 (April 1, 2020): 279–301. http://dx.doi.org/10.1215/15314200-8091903.

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This article shows how diversity discourse and programming function as a dominant pedagogy by highlighting three commonplace approaches to diversity: as a defense to mitigate a problem, as a commodity to be collected, and as a threat to those in privileged positions. The authors intervene in these approaches by forwarding a difference-driven pedagogy, which seeks to foster movement toward the practice of deliberation, the recognition of difference as in flux, and the willingness to be vulnerable in engaging the complex, messy work of difference.
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Scherle, Nicolai, and Philipp Rosenbaum. "Erfolgsfaktor Diversity Management?" Zeitschrift für Tourismuswissenschaft 11, no. 3 (November 26, 2019): 403–28. http://dx.doi.org/10.1515/tw-2019-0023.

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Zusammenfassung Diversität respektive Diversity Management entwickelt sich angesichts bestimmter sozio-kultureller und ökonomischer Metaprozesse – insbesondere demographischer Wandel, Globalisierung sowie Individualisierung und Pluralisierung der Lebensstile – zu einem immer wichtigeren strategischen Erfolgsfaktor für Unternehmen. Nichtsdestotrotz steckt die wissenschaftliche Auseinandersetzung mit der entsprechenden Thematik im Tourismus- und Hospitalitysektor nach wie vor in den Anfängen. Im Rahmen einer qualitativ ausgerichteten Fallstudie anhand eines weltweit führenden Aviation-Konzerns – der Lufthansa Group – setzt sich der vorliegende Beitrag im Spannungsfeld von Tourismuswissenschaft und Diversitätsforschung mit den Konzepten Diversität und Diversity Management auseinander. In diesem Kontext lässt sich die explorative Studie in erster Linie von der Forschungsfrage leiten, wie eine zentrale stakeholder-Gruppe – Flugbegleiter – die auf dem Prinzip „Wertschöpfung durch Wertschätzung“ basierende Diversity-Strategie des Aviation-Konzerns wahrnimmt. Die mittels problemzentrierter Interviews generierten empirischen Ergebnisse erschließen einerseits vor dem Hintergrund divergierender konzeptioneller Verständnisansätze von Diversity Management das nach wie vor unterschätzte Potential dieses Managementkonzepts, andererseits sensibilisieren sie für potentielle Herausforderungen und Konflikte, die sich im Kontext personaler Heterogenität ergeben können.
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Rodgers, James O., and Maureen Hunter. "Effective Diversity Management." Handbook of Business Strategy 4, no. 1 (January 2003): 222–27. http://dx.doi.org/10.1108/eb060272.

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Dissertations / Theses on the topic "Diversity Management"

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Alexandre, Cesar da S. "Diversity management : a philosophical deliberation." Thesis, Cape Technikon, 2004. http://hdl.handle.net/20.500.11838/1007.

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Thesis (MTech(Business Administration)--Cape Technikon, Cape Town, 2004
My central thesis is, that certain social systems and cultures have supported modern economic growth and human progress, whereas others have not. Countries and, winning organizations that have been able to jump ahead out of the laggard have done so, because they developed a conquering culture of rigor and work, removed from the influences of invisible forces. The world at the beginning of the twenty first century is still, divided between the few who are rich and powerful and the many who are poor and powerless, between the free and the oppressed. Traditional'explanations like imperialism, dependency, colonialism and racism are no longer adequate after so many decades. Increasingly researchers are reasoning that the principal reason why some countries and ethnic groups are better off than others lies in cultural values and beliefs and attitudes, which powerfully shape political, economic and social performance, and share the view that value and attitude change is indispensable to progress for those who are lagging. There is a methodological difference between myself and some people who are consistently uncritical of the values and attitudes of a culture, and think people ought to resign themselves to economic and social values that condemn them to poverty and subservience, in the name of cultural purity. The power of cultural values, beliefs and attitudes to promote or resist progress has been largely ignored. Culture is a significant determinant of a nation's ability to prosper, because it shapes individual's thoughts and behaviours, and the way individuals think about progress.
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Jeebe, Hans-Jürgen. "Diversity Management in IT-Projekten." Doctoral thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-76810.

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The PH.D. thesis deals with the concept of diversity management in the field of IT project management. It is based on the extensive empirical research. The findings and conclusions enable to adapt and implement concrete actions in the organizational context.
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Reim, Daphne [Verfasser]. "Diversity und Diversity Management ehrenamtlich engagierter älterer Menschen / Daphne Reim." Hamburg : Helmut-Schmidt-Universität, Bibliothek, 2020. http://d-nb.info/1204030219/34.

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Erdönmez, Mukader. "Cultural diversity management as core competence : an integrated model for managing workforce diversity /." [S.l. : s.n.], 2004. http://www.gbv.de/dms/zbw/47079576X.pdf.

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Wang, Shan. "Top Management Team Functional Diversity and Management Forecast Accuracy." Thesis, University of Oregon, 2015. http://hdl.handle.net/1794/19239.

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Prior literature documents that the diversity of top management team (TMT) functional experiences enhances firm performance through its effect on information processing and sharing between team members. In this study, I examine whether TMT functional diversity affects management forecast accuracy via the information aggregation and communication among top executives. If functional diversity among individuals allows top executives to better process and share information, a greater degree of functional diversity should lead to more accurate management forecasts. TMT functional diversity can take two forms. The first, between-member functional diversity, refers to the heterogeneity in the primary functional domains of each TMT member, and the second, within-member functional diversity, refers to the average intrapersonal breadth of functional experiences of each TMT. I find that both types are positively associated with management forecast accuracy. In cross-sectional analyses, I find that the effect of TMT functional diversity is more important for firms with greater uncertainty and complexity and for firms that are led by CEOs and CFOs who are narrow functional specialists. Collectively, the results suggest that TMT functional diversity plays an important role in management disclosure, thereby shedding light on how the knowledge composition of top management influences the aggregation and communication of financial information.
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Chola, Zolani. "Diversity management practices at Lovedale College." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021163.

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The global working environment has altered dramatically over the last decade and in particular, the workforce has begun to consist of many diverse individuals. The world has become a global marketplace, with boundaries between countries becoming increasingly vague and permeable. Advances in technology and the advent of a global economy have brought people from different countries closer together. Globalisation has precipitated many challenges in modern organisations, and one of these challenges is workforce diversity. Workforces in organisations differ in terms of gender, age, race, ethnicity and sexual orientation. Globally, countries are faced with the spiralling challenge of skills shortages and there is an expanding competition for skilled workers, specifically for those who possess scarce skills. This leads to an expatriation of skills, creating a natural increase in workforce diversity that expands beyond local ethnicity and language. This affects all organisations, including academic institutions such as universities, universities of technology and public further education and training colleges. Given this challenge organisations, educational institutions and other entities are investigating ways to better deal or serve their constituents. Lovedale PFET College is a public further education and training college that provides skills to young South Africans, specifically vocational related skills. The main research problem of this study was to identify the recommended diversity management best practices that characterise effective organisations and determine the extent to which these practices are applied at Lovedale PFET College. In order to address the problem, a theoretical study was conducted which focused on identifying the recommended diversity management best practices. In addition, interviews were conducted with managers at Lovedale College to gain an understanding of their perspective on diversity management. Based on the combined main points gleaned from theory and the interviews, a questionnaire was developed and administered to both academic and support staff at Lovedale PFET College to obtain their perceptions of the diversity practices and outcomes at the college. The results of the survey revealed that Lovedale PFET College could improve on the implementation of best practices in diversity management. Specifically, attention could be given to diversity education and training, and diversity management policies and procedures.
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Wolters, Janneke Marjolein. "The best practices of diversity management." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193438.

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This thesis describes and analyses diversity management and its best practices (with the focus on nationalities and cultures). The central question in this research is: 'what are the essential elements of diversity management to effectively manage diversity within organizations?' Via desk- and field research (interviews and questionnaires) information is obtained to answer this question and other sub questions of the thesis. Nowadays, organizations have to adapt themselves to a rapidly changing environment, both internal and external. Companies have to deal with a continuously evolving labor- and sales market, which is the result of various factors, including the changing demographic composition and globalization. Organizations cannot longer ignore diversity and should take it into account, to ensure that the company will not face any future problems related to recruiting, efficiency, innovation, growth, et cetera. Based on the conducted research, it became clear that implementing diversity management consists out of several stages, namely: 1. Establish diversity council and appoint diversity contact officer who together bear the main diversity responsibilities; 2. Previous diversity initiatives should be visualized; 3. Organizational data must be collected; 4. Diversity strategy and priority areas must be set up (inclusive organizational culture, management support and awareness & commitment); 5. Establish diversity policy (allowance of country-by-country deviations) and 6. Define diversity tools (recruitment, training, mentoring & coaching, career development, linkage diversity & performance, benefits/other factors and partnering with external bodies). During these different stages, it is important to communicate with all employees, since this will create support, awareness and commitment to diversity. After the process has been completed, it is important to monitor and evaluate the diversity vision, policy and tools. Main conclusions that can be drawn from the research are the following: 1. Diversity brings more advantages than disadvantages; 2. Management team diversity is of great importance; 3. Inclusive organizational culture is essential; 4. Diversity management must be integrated and 5. Attractiveness of diversity management should be promoted. In addition, the conducted research made clear that companies should spend more time and energy to diversity management and they should really focus on their 'ability to execute', since this will bring many advantages and will avoid future problems.
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Scarpi, Federica <1993&gt. "Il Diversity Management nel contesto aziendale." Master's Degree Thesis, Università Ca' Foscari Venezia, 2018. http://hdl.handle.net/10579/12657.

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Il mio elaborato vuole scoprire i modi in cui la gestione della diversità può portare un team aziendale a migliorare l'efficienza e ottenere risultati migliori nel lavoro, evidenziando e confrontando tutti gli aspetti, positivi e negativi, della materia. Mira a cercare di capire se la diversità sul posto di lavoro sia una questione che contribuisce veramente in maniera positiva al risultato finale dell’organizzazione. Segue l’ approfondimento riguardo il tema della diversità di genere, analizzando in che termini questa è presente all’ interno delle aziende e come il risultato finale di un’organizzazione può essere positivo o addirittura migliore grazie ad un’elevata presenza di donne al suo interno. Questa parte di studio vuole focalizzarsi soprattutto sul contesto italiano, ancora arretrato in materia, e far notare come il modello gestionale basato sulle pari opportunità sia ancora in fase iniziale. In seguito verranno rivelati degli esempi concreti in cui l'impatto delle donne all’interno delle organizzazioni fa la differenza in una comunità di lavoro e contribuisce positivamente al risultato desiderato, attraverso delle interviste semi-strutturate.
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Lederle, Sabine. "Die Ökonomisierung des Anderen : eine neoinstitutionalistisch inspirierte Analyse des Diversity-Management-Diskurses /." Wiesbaden : VS, Verl. für Sozialwiss, 2008. http://d-nb.info/985505125/04.

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Pavúková, Marianna. "Management diverzity nadnárodnej IT spoločnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-149922.

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This thesis deals with the theme of diversity and its management, explains its significance and importance in today's dynamic times, historical development, legislative support, its benefits and costs to a company. It further describes the concept of gender, women's position in the labor market and the presence of women in the IT business. Thesis includes an analysis of diversity policies and strategies in multinational IT company and a research on this topic among Czech employees.
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Books on the topic "Diversity Management"

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Rahnfeld, Claudia. Diversity-Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-23252-8.

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Thomas, R. Roosevelt. Management of Diversity. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-84445-3.

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Özbilgin, Mustafa F., Fiona Bartels-Ellis, and Paul Gibbs, eds. Global Diversity Management. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-19523-6.

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Buchenau, Peter, ed. Chefsache Diversity Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-12656-8.

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Özbilgin, Mustafa F., and Ahu Tatlι. Global Diversity Management. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-26059-8.

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Özbilgin, Mustafa F., Ahu Tatli, and Karsten Jonsen. Global Diversity Management. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-33436-7.

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Franken, Swetlana. Personal: Diversity Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-06797-7.

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Pohlenz, Philipp, Nathalie Huber, and René Krempkow. Diversity Management und Diversität in der Wissenschaft. Bielefeld: UVW, UniversitätsVerlagWebler, 2014.

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Hawksworth, David L., and Alan T. Bull, eds. Forest Diversity and Management. Dordrecht: Springer Netherlands, 2006. http://dx.doi.org/10.1007/978-1-4020-5208-8.

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Gutting, Doris. Diversity Management als Führungsaufgabe. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-09092-0.

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Book chapters on the topic "Diversity Management"

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Voigt, Viola. "Diversity (Management) – Cultural Diversity (Management)." In Interkulturelles Mentoring made in Germany, 29–106. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-03205-0_2.

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Genkova, Petia, and Henrik Schreiber. "Diversity und Diversity-Management." In Handbuch Globale Kompetenz, 1–24. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-30684-7_97-1.

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Genkova, Petia. "Diversity und Diversity Management." In Interkulturelle Wirtschaftspsychologie, 351–64. Berlin, Heidelberg: Springer Berlin Heidelberg, 2019. http://dx.doi.org/10.1007/978-3-662-58447-7_16.

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Amstutz, Nathalie, and Catherine Müller. "Diversity Management." In Handbuch Angewandte Psychologie für Führungskräfte, 775–96. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-34357-5_17.

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Langhoff, Thomas. "Diversity Management." In Den demographischen Wandel im Unternehmen erfolgreich gestalten, 229–41. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-01242-6_9.

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Lang, Rainhart. "Diversity (Management)." In Perspektiven der Wirtschaftswissenschaften, 37–59. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-03600-3_2.

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Triana, María. "Diversity Management." In Managing Diversity in Organizations, 322–41. 1 Edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315689289-15.

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Del Baldo, Mara. "Diversity Management." In Encyclopedia of Sustainable Management, 1186–90. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_1066.

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Krell, Gertraude. "Diversity Management." In Frauen und Männer im Management, 105–20. Wiesbaden: Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-82868-2_7.

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Kamenou, NicoLina, and Jawad Syed. "Diversity management." In Human Resource Management in a Global Context, 75–97. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-35885-0_5.

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Conference papers on the topic "Diversity Management"

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Risberg, Annette. "Diversity management in practice." In the 3rd international conference. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1841853.1841855.

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Pechová, Jana, and Lenka Stejskalová. "Diversity and Age Management." In International Days of Statistics and Economics 2019. Libuše Macáková, MELANDRIUM, 2019. http://dx.doi.org/10.18267/pr.2019.los.186.118.

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Ge, Xiaoyu, Panos K. Chrysanthis, and Alexandros Labrinidis. "Preferential Diversity." In SIGMOD/PODS'15: International Conference on Management of Data. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2795218.2795224.

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Maj, Jolanta, and Łukasz Walkowiak. "Diversity Management in Polish Organizations." In The 4th Virtual International Conference on Advanced Research in Scientific Areas. Publishing Society, 2015. http://dx.doi.org/10.18638/arsa.2015.4.1.750.

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Chen, Weiwei, and Chin Tau Lea. "Interference Management with Macro-Diversity." In 2011 7th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2011. http://dx.doi.org/10.1109/wicom.2011.6036647.

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Bednarikova, Marie, Jana Kostalova, Jan Vavra, and Denisa Halamova. "DIVERSITY MANAGEMENT IN THE CONTEXT OF CORPORATE SOCIAL RESPONSIBILITY." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.28.

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During last years there are many new modern attitudes and trends in the field of human resources management. The article is focused to one of these trends – diversity management. The aim of the authors is to evaluate single components of diversity management namely in the context of corporate social responsibility (CSR). In addition different possibilities of application of diversity management in practice as instruments of CSR are submitted to analysis. The end of this article shows the results of research oriented to experience with diversity management put into practice in the selected companies in the Czech Republic.
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Roskosa, Antra, and Yulia Stukalina. "Exploring Students’ Perception of Gender Diversity: Implications for Diversity Management at a University." In 15th International Scientific Conference "Rural Environment. Education. Personality. (REEP)". Latvia University of Life Sciences and Technologies. Faculty of Engineering. Institute of Education and Home Economics, 2022. http://dx.doi.org/10.22616/reep.2022.15.004.

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The increasing role of diversity management in educational settings is a response to numerous social challenges that modern universities encounter. The diversity management training linked with promoting social sustainability is crucial in the context of accomplishing the Sustainable Development Goals set by the United Nations Organization. The aim of the paper is to explore students’ perception of gender diversity for mapping their attitudes to diversity and identify main barriers for accepting diversity. It is important for creating advanced teaching strategies, which can be successfully used to build the learning environment that is safe, inclusive and unbiased. In the context of diversity management, it would help the university (students/teaching staff/administration/other employees) avoid the conflicts caused by gender diversity/equality. The main research method includes a survey based on an original questionnaire developed on the basis of students’ essays. The results of the study demonstrate that students’ views on gender diversity/equality are quite sensitive and can be many-sided. This fact is of a high importance for universities to be considered for promoting the democratic processes there
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Sihvonen, Hanna-Miina, and Taina A. Kurki. "Role management diversity in emergency situations." In 2010 IEEE International Conference on Technologies for Homeland Security (HST). IEEE, 2010. http://dx.doi.org/10.1109/ths.2010.5655046.

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Lappalainen, Pia Helena. "Educating for Diversity Management in Engineering." In 2020 IEEE Global Engineering Education Conference (EDUCON). IEEE, 2020. http://dx.doi.org/10.1109/educon45650.2020.9125329.

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TĂRĂBAN, Irina, Alina Nicoleta BONCILICĂ, Maria Andreea TILIBAȘA, Ovidiu DRANGA, and Dorin Felician MARCHIȘ. "A BIBLIOMETRIC ANALYSIS OF THE RELATIONSHIP BETWEEN WORKFORCE DIVERSITY AND INNOVATION." In INTERNATIONAL MANAGEMENT CONFERENCE. Editura ASE, 2024. http://dx.doi.org/10.24818/imc/2023/05.08.

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The relationship between workforce diversity and innovation has recently come to the attention of researchers, numerous studies focusing on the causal relationship between the two terms, but none of them having investigated the specialized literature pertaining to this relationship from a bibliometric perspective. The aim of this paper is to use a bibliometric analysis in order to highlight the way the link between these two concepts evolves within the scientific field. In this sense, 366 Web of Science indexed publications on this topic were selected and analyzed with the help of two popular software - Biblioshiny and VOSviewer. The results highlighted the evolution of academic production on the link between workforce diversity and innovation, their territorial dissemination based on the most productive countries, the collaboration among three of the most influential channels (affiliations, authors, and sources), and the conceptual structure of the scientific production based on keyword co-occurrence analysis, as well as a longitudinal thematic analysis. This study can contribute to the literature through a map of the relationship between workforce diversity and innovation. Its conclusions have led to the idea that employee diversity (in terms of education, ethnicity, race, gender, equity, age) can create all the necessary premises (human capital, knowledge, productivity, cultural diversity, motivation, leadership) for an organization to be innovative and to achieve performance, thus leading to a competitive advantage.
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Reports on the topic "Diversity Management"

1

Buchanan, Maurice. Corporate Diversity Management: Implications for the U.S. Army? Fort Belvoir, VA: Defense Technical Information Center, April 1996. http://dx.doi.org/10.21236/ada308520.

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Abella, Scott R. Gambel oak growth forms: Management opportunities for increasing ecosystem diversity. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2008. http://dx.doi.org/10.2737/rmrs-rn-37.

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Ferrillo, Raffaele. The Management of Ethnic-Cultural Diversity in Western Armed Forces. Fort Belvoir, VA: Defense Technical Information Center, March 2012. http://dx.doi.org/10.21236/ada561552.

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4

Anthony, Gavin. Gender Diversity in Investment Management: The Challenge and a Solution. CFA Institute, June 2024. http://dx.doi.org/10.56227/24.1.13.

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Gender inequality in finance persists, with women significantly underrepresented. We offer a framework for improvement. Our Young Women in Investment Program provides an alternative entry route for women, offering training, mentorship, and internships.
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Miller, D. j., G. Rana, and S. R. Craig. Conservation and Management of Yak Genetic Diversity; Proceedings of a Workshop. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 1996. http://dx.doi.org/10.53055/icimod.227.

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6

Agrawal, Asha Weinstein, Evelyn Blumenberg, Anastasia Loukaitou-Sideris, and Brittney Lu. Understanding Workforce Diversity in the Transit Industry: Establishing a Baseline of Diversity Demographics. Mineta Transportation Institute, February 2024. http://dx.doi.org/10.31979/mti.2024.2213.

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This study provides baseline data on the status of the racial/ethnic and gender diversity of the transit agency workforce in the U.S. and identifies potential barriers and promising practices for diversifying this workforce. Public transit agencies function best when the diversity of their workforce represents the communities they serve, yet previous research finds an underrepresentation of women and minorities in senior and managerial roles, along with an overconcentration of men and workers of color—particularly Black workers—in operational roles (e.g., drivers, janitors). The study updates those earlier studies with newer data drawn from five discrete research tasks: 1) review of the scholarly and professional literature on the topic; 2) review of the websites of the 50 largest transit operators; 3) analysis of employee demographic data submitted by 152 transit operators as part of Equal Employment Opportunity (EEO) program plans; 4) analysis of responses to an original survey sent to the human resources personnel of transit agencies (92 responses from staff at 68 agencies), and 5) interviews with 12 professionals selected for their expertise in transportation workforce diversity monitoring, management, and/or advocacy.
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Álvarez, Isabel, and Yury Castillo. Gender Diversity, Innovation, and Open Innovation in the Caribbean Region. Inter-American Development Bank, April 2023. http://dx.doi.org/10.18235/0004853.

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The Caribbean economies are well-ranked in terms of womens participation in the labor market, but less so in terms of innovation, suggesting the relevance of an analysis of gender diversitys impact on innovation. This paper examines how gender diversity in Caribbean firm affects the formation of external partnerships and agreements for innovation, and also how the effects of that diversity on innovative outcomes are influenced by the presence of women in diverse positions within a firm. Using information for 13 Caribbean countries from the Innovation, Firm Productivity and Gender (IFPG) database, this study confirms gender diversity as a factor which both improves the likelihood of innovation, as well as spurring the decision to collaborate with other firms and organizations. However, impacts will depend on the areas within a firm in which women are present. Gender diversity in the total workforce and in production and non-production activities is more effective than when women are present in areas solely related to management. These findings prompt a reflection on policy implications around the definition or improvement of measures oriented to the closing of innovation-related gender gaps.
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Hauenstein, Neil M., and Daniel McDonald. Regulatory Fit and Equal Opportunity/Diversity: Implications for the Defense Equal Opportunity Management Institute (DEOMI). Fort Belvoir, VA: Defense Technical Information Center, January 2013. http://dx.doi.org/10.21236/ada582853.

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9

Bean, Debra F. Internal Barriers to Implementing Diversity Management in the Air Force: Four Conversations We Must Have. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada381765.

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10

Salama, Hana, and Emma Bjertén-Günther. Women Managing Weapons: Perspectives for Increasing Women’s Participation in Weapons and Ammunition Management. United Nations Institute for Disarmament Research, July 2021. http://dx.doi.org/10.37559/gen.

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This report explores women’s participation in the field of weapons and ammunition management, particularly their lived experiences in WAM technical roles, such as stockpile managers, armourers, ammunition and technical experts, explosive ordnance disposal specialist. The purpose is to unpack the challenges faced by these women and identify good practices for further inclusion of women in WAM. It also provides ideas for states, international organizations and disarmament stakeholders to improve gender diversity in implementation of arms control commitments, such as the UN PoA and its relevant instruments.
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