Rethinking Diversity Management: An Intersectional Analysis of Diversity Networks

Abstract

The aim of this paper has been to further our knowledge on diversity management practices by applying an intersectionality lens to single category diversity networks. Diversity networks are in-company networks intending to inform and support employees with similar social identities. Their focus on single identity categories is exemplary of current diversity management practices. We shed light on the strategies of network members to deal with their multiple identities vis-a-vis their network membership (structural intersectionality) and on the processes that hamper collaboration and coalition building between diversity networks (political intersectionality). Our intersectional analysis shows how the single category structure of diversity networks marginalizes members with multiple disadvantaged identities and reveals how collaborations between diversity networks are hindered by processes of preserving privilege rather than interrogating it. We contribute to the literature on diversity management practices by highlighting how dynamic processes of privilege and disadvantage play a role in sustaining intersectional inequalities in organizations.