Special issue on implementing equality and diversity management in organizations around the globe to realize substantive outcomes

Citation

(2013), "Special issue on implementing equality and diversity management in organizations around the globe to realize substantive outcomes", Equality, Diversity and Inclusion, Vol. 32 No. 5. https://doi.org/10.1108/edi.2013.03032eaa.002

Special issue on implementing equality and diversity management in organizations around the globe to realize substantive outcomes

Special issue on implementing equality and diversity management in organizations around the globe to realize substantive outcomes

Article Type: Call for papers From: Equality, Diversity and Inclusion: An International Journal, Volume 32, Issue 5.

Guest Editors:

Erica French, Queensland University of Technology (e.french@qut.edu.au)Glenda Strachan, Griffith University (g.strachan@griffith.edu.au)John Burgess (John.Burgess@newcastle.edu.au)

Managing the organization, strategy and culture of difference to achieve genuine outcomes has been identified as providing a structural means of achieving parity between groups as well as a procedural means for addressing the disparity at work. However, approaches to diversity management or equality management within organizations vary according to organizational goals, industry needs and national policies and ideas (Yang and Konrad, 2011), and most countries now present a complex mix of legislation and policies to which organizations respond and from which they draw ideas and approaches. Despite more than two decades of practice and discussion, there remains a lack of evidence classifying strategies and results for achieving equity within diversity (Naff and Kellough, 2003; Marquis et al., 2010) or conditions under which such change occurs (Glastra et al., 2000).

A review of diversity literature reveals that practices described are frequently abstract without specific methods of implementation, often with a focus on individual initiatives rather than on strategic means and without identifying solutions to the challenges encountered in the implementation of diversity programmes. A range of typologies have been suggested: for example, Konrad and Linnehan (1995) identify identity conscious and identity blind structures for polices that explicitly and formally include demographic group identity in human resource decisions, and those that do not, while Kanter (1977) identified a range of policies specific to the group and organizational structure (Kalev et al., 2006) identify different programs while Kossek and Lobel (1996), Mor Barak (2005) identify different approaches.

This special issue seeks papers which explore organizational approaches to equality and diversity management implementation within different cultures and national settings and even within parent companies and subsidiaries and their outcomes. Issues addressed could include managing and developing a diverse human-resource base; managing equity in diversity; the challenges and nexus of equal employment opportunity and managing diversity; managing diversity to achieve long-term and productive diversity outcomes. Other topics of interest could focus on strategic diversity management and its cultures and assumptions regarding gender, ethnicity, disability and other diversity dimensions and the challenges and practical outcomes of how organizations in transitional economies are dealing with these issues.

We are seeking empirical and theoretical papers which add to our understanding of diversity management outcomes within organizations. Papers from practitioners, as well as academics working in this area, are also welcome.

Submissions to Equality, Diversity and Inclusion are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available at http://mc.manuscriptcentral.com/edi. Full information and guidance on using ScholarOne Manuscripts is available at the Emerald ScholarOne Manuscripts Support Centre: http://msc.emeraldinsight.com. Review process is triple blind refereeing.

Keywords Managing diversity, Equal opportunity, Program evaluation, Diversity outcomes.

Deadlines

Call for papers issued: February 1, 2013Submission of full papers: November 1, 2013Editorial decision: March 1, 2014Anticipated publication of the Special Issue: 2014

Guest Editors

Erica French is Associate Professor, Management, QUT Business School, Queensland University of Technology and currently researches and teaches in the areas Equity and Diversity Management; Organizational Studies and Project Management. Erica has published her research on women in management; strategic change and equal employment opportunity both nationally and internationally in academic journals such as the British Journal of Management, Women in Management Review; Equal Opportunity International, and Transportation Research Part A: Policy and Practice. She has recently published Managing Diversity in Australia: Theory and Practice with Glenda Strachan and John Burgess.

Glenda Strachan is Professor, Department of Employment Relations in Griffith Business School, Griffith University Queensland. She has developed a body of research on contemporary and historical workplace change, especially issues that relate to equity and diversity and women's working experiences. She has published extensively with John Burgess and Erica French in the area of equal employment opportunity in journals including the British Journal of Industrial Relations, Equal Opportunities International, Women in Management Review, Asia Pacific Journal of Human Resources and Managing Diversity in Australia: Theory & Practice.

John Burgess is Professor of Human Resource Management, Curtin Business School, Curtin University, Perth. He has published extensively with Glenda Strachan in the areas of EEO in Australia, and women and work. His current research includes HR practices of multinational corporations, workplace change in call centres, and public policy and industry cluster development. Recent books include Industrial Relations in Australia (with Richard Sappey, Michael Lyons and Jeremy Buultjens); New Employment Actors: The Case of Australia (with Grant Michelson and Susanne Jamieson); International Perspectives on Temporary Agency Work (with Julia Connell) and Managing Diversity in Australia: Theory and Practice (with Glenda Strachan and Erica French).