Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.722126
Title: Implementing a diversity & inclusion strategy : a case study
Author: Fajerson, Michael Per
Awarding Body: University of Liverpool
Current Institution: University of Liverpool
Date of Award: 2017
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Abstract:
Current scholar-practitioner literature demonstrates that diversity and inclusion (D&I) are necessary for organisational performance. All organisational members are needed for an inclusive corporate culture to be genuine. The problem for a large global organisation with Swedish roots was that its D&I strategy had not been turned into action as expected. This was evident from discussions with the organisation's D&I manager and from the 2014 employee satisfaction survey. The research question of this study was: How can the organisation turn its D&I strategy into action? Using a purely qualitative case study design, the research objective of this study was to investigate how 18 very diverse middle managers and rank and file employees throughout this global organisation would turn the organisation's D&I strategy into practical action using existing D&I material. Key questions to be answered included how research participants view the D&I material provided by the organisation and how they would use it to promote the action change needed and avoid pitfalls. Data collection and analysis through in-depth, face-to-face interviews coupled with document analyses in accordance with the case study methodology (Yin, 2003) provided a rich and thick description of the case. Condensing emerging categories into four major themes relating to established theory as presented in extant literature provided the base for answering research questions. The four major themes were: The Need for D&I, Effective Awareness-Building, Effective Implementation, and Effective Conflict-Handling. Identifying researcher bias, member checking, and triangulation established trustworthiness. Key findings included that the organisation's D&I material were useful and globally valid. It could be used to build awareness and promote action change. Drawbacks with D&I can be handled. Middle management is the key employee group to turn strategy into practical action in the workplace. Actionable knowledge derived from the findings was the detailed recommendation for turning the D&I strategy into practical action throughout the entire organisation. Implementing the recommendation could be swift, decentralised, and organization-wide. Middle managers, as the key change agents, would drive action and change in the D&I area to achieve a sustainable organisational inclusive culture. Other organisations could use the recommendation to achieve action change.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (D.B.A.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.722126  DOI: Not available
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