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Diversity, Diversity Management and Identity in Organizations

Special issue call for papers from Equality, Diversity and Inclusion

Special Issue Editors

Inge Bleijenbergh, Radboud University, Nijmegen, The Netherlands
[email protected]
Charlotte Holgersson, KTH Royal Institute of Technology, Stockholm, Sweden
[email protected]
Irene Ryan, AUT University, Auckland, New Zealand
[email protected]

Bridging cultures, national, organizational, occupational and other, is an integral theme in the literature on workforce diversity. It suggests the need to recognize, support and utilize worker's cultural diversity and to consider how culture intertwines with other identity markers such as gender, age, disability and sexual orientation. But it also refers to organizations’ need to adapt to a multicultural context. The composition of the workforce changed during the last decades and organizations have to handle national and global cultural changes. Moreover, the historical and socio-political context of organizations embeds a peculiar local flavor to diversity management that diverges from the prevalent orthodoxies of universal diversity management. Different actors and groups may be able to use the concept of diversity management strategically to negotiate improvements in status, position or voice in organizations.

To grapple with such developments requires a critical examination of the concepts of diversity and identity and of diversity management practices. What does the concept of diversity entail (Konrad et al., 2006) and how does it relate to identity markers like gender, race, sexuality, nationality and religion? What does diversity management mean in different contexts (Klarsfeld, 2010) and how does it contribute to the recognition of diverse identities and the articulation of marginal voices? Differential power between social identity groups remains unacknowledged in the business case for diversity. In what way do diversity management practices address these power differentials and the simultaneity of processes of social identity (Holvino, 2010)?


We invite theoretical as well as empirical papers that make visible different forms of discrimination, exclusion, resistance and empowerment, and that critically examine the concepts of diversity and identity as well as diversity management practices.

All submissions for the special issue will be subject to full peer review. Submission will be taken to imply that a paper contains original work that has not previously been published and is not under consideration for publication elsewhere. Authors should follow the journal's regular guidelines, as published in every issue of the journal. Papers should be no longer than 6,000 words (including references, tables, etc.)


March 31, 2014: Deadline for submission of papers
June 30, 2014: Authors notified of outcome of peer review
October 31, 2014: Authors to submit final papers to Editors
2015: Expected publication of the special issue

For further information about the journal, and link to author guidelines and submission, please visit the EDI web pages via:

Please note that the submissions should be made through Manuscript Central. Papers to be considered for this special issue should be submitted online via: (selecting "Special Issue Paper" (EGOS 2013) as the Manuscript Type).


Holvino, Evangelina (2010): 'Intersections: The Simultaneity of Race, Gender and Class in Organization Studies.' Gender, Work & Organization, 17 (3), 248–277.

Konrad, Alison M., Pushkala Prasad & Judith K. Pringle (eds.) (2006): Handbook of Workplace Diversity. London: Sage.

Klarsfeld, Alain (ed.) (2010): International Handbook on Diversity Management at Work: Country Perspectives on Diversity and Equal Treatment. Cheltenham: Edward Elgar.