diversity
Definition
Diversity refers to organizational efforts to improve the representation, treatment, and outcomes of historically marginalized groups through formal policies and initiatives. Effective diversity and inclusion (D&I) policy depends on both attitudinal endorsement—beliefs about a policy's fairness, credibility, usefulness, and trustworthiness—and behavioral enactment, such as publicly declaring support or actively contributing to implementation. Research identifies five distinct support profiles: Champions (supportive in both attitude and behavior), Bystanders (attitudinally supportive but behaviorally passive), Ambivalents (ambivalent in both domains), Reluctants (behaviorally engaged but attitudinally skeptical), and Opponents (resistant in both domains). Underlying support or resistance reflects diverse reasoning patterns, including ideological endorsement, meritocratic beliefs, policy unawareness, and advocacy-oriented critique, with these patterns varying meaningfully across organizational positions and group membership status.
Sources: Bokern et al. (2026)
Related Terms
Applications
Diversity and Organizational Implementation
D&I policy effectiveness requires support from multiple actors—managers and employees—as each stage from policy intent to organizational outcomes relies on their engagement. Managers play a critical instrumental role by translating intended policies into actual practices and symbolically modeling D&I as a core organizational value, while employee responses depend on how they perceive alignment between D&I policy and their own values, goals, and expectations.
Sources: Bokern et al. (2026)
Diversity and Group Status
Group members perceive D&I policy differently and respond with varying support profiles. Employees express different reasoning patterns about D&I policy based on their group membership status.
Sources: Bokern et al. (2026)
Diversity and Managerial Position
Organizational position shapes D&I policy support patterns, with distinct roles and expectations attached to managerial versus non-managerial positions anchoring divergent motivations for supporting D&I policy.
Sources: Bokern et al. (2026)
