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Implementing Equality and Diversity Management in Organizations around the Globe to realize substantive outcomes

Special issue call for papers from Equality, Diversity and Inclusion

Guest Editors: 

Erica French, Queensland University of Technology, [email protected]
Glenda Strachan, Griffith University, [email protected]
John Burgess, [email protected]

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 organisations vary according to organisational goals, industry needs and national policies and ideas Yang & Konrad 2011, and most countries now present a complex mix of legislation and policies to which organisations 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, Lim, Scott, Harrell & Kavanagh, 2008; Strachan French and Burgess 2010) or conditions under which such change occurs (Glastra, Meerman, Schedler, & de Vries, 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 organisational structure, Kalev, Dobbin & Kelly (2006) identify different programs while Kossek and Lobel (1996), Mor Barak (2005) 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. 

Keywords:  managing diversity; equal opportunity; program evaluation; diversity outcomes.


Glastra, F. M. Meerman, P. Schedler, and De Vries, S. 2000. Broadening the scope of diversity management: Strategic implication in the case of the Netherlands. Relations Industrielles 55 (4): 698-724.
Kalev, A., Dobbin, F., and Kelly, E. (2006). Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies. American Sociological Review, 71(4), 589-617.
Klarsfeld, A. (Ed.) (2010). International Handbook on Diversity Management at Work: Country Perspectives on Diversity and Equal Treatment. Cheltenham: Edward Elgar Publishing Limited.
Konrad, A.M. and Linnehan, F. (1995) ‘Formalized HRM Structures: Coordinating Equal Employment Opportunity or Concealing Organisational Practices?’ Academy of Management Journal, vol.18, no.3 pp.787-820Kanter, R.M. (1977) Men and Women of the Corporation, New York: Basic Books Inc.
Kossek, E. E. & Lobel, S. 1996. (Eds.), Managing Diversity: Human Resource Strategies for Transforming the Workplace. Oxford, England: Blackwell
Marquis, J.P., Lim, N., Scott, L.M., Harrell, M.C., & Kavanagh, J. (2008). Managing diversity in corporate America: an exploratory analysis. Santa Monica, CA: RAND
Mor Barak, M. (2005) Managing Diversity: Toward a Globally Inclusive Workplace, Thousand Island Califoria: Sage.
Naff, K.C. and Kellough, J.E. (2003) Ensuring employment equity: Are federal diversity programs making a difference? International Journal of Public Administration 26(12): 1307.
Scott, K.A., Heathcote, J.M., & Gruman, J.A. (2011). The diverse organization: finding gold at the end of the rainbow. Human Resource Management, 50(6), 735-755.
Strachan, G., French, E., and Burgess, J. (2010) Managing Diversity in Australia Theory and Practice, Brisbane AUS: McGraw Hill.
Yang, Y., & Konrad, A. M. (2011). Understanding diversity management practices: Implications of institutional theory and resource-based theory. Group & Organization Management, 36, 6-38.

Submissions to Equality, Diversity and Inclusion are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available at Full information and guidance on using ScholarOne Manuscripts is available at the Emerald ScholarOne Manuscripts Support Centre:  Review Process is triple blind refereeing.


Call for Papers issued: February 1, 2013
Submission of Full Papers:  November 1, 2013
Editorial Decision: March 1, 2014
Anticipated 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 and Asia Pacific Journal of Human Resources and Managing Diversity in Australia: Theory and 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) Managing Diversity in Australia: Theory and Practice, with Glenda Strachan and Erica French.