This chapter presents a comparison of two ethnographic case studies in two different national contexts, with the purpose of separating the rhetorics from the realities in the field of diversity management. It counterweighs mainstream diversity management literature by discussing (1) the disadvantages of certain offshoots of diversity management discourses for ethnic minority police officers in The Netherlands and (2) the benefits of the absence of diversity management for software engineers working in a highly internationalized high-tech company in Finland, a company characterized by a strong tradition of “organizational democracy”. The two studies are based on long-term fieldwork in both organizational settings, including several years of participant observation.
|Title of host publication||The Oxford Handbook of Diversity in Organizations|
|Editors||Regine Bendl, Inge Bleijenbergh, Elina Henttonen, Albert Mills|
|Publisher||Oxford University Press|
|Number of pages||19|
|Publication status||Published - 2015|
- diversity management
- organizational democracy
- identity regulation
Mutsaers, P., & Trux, M-L. (2015). In search of “the real”: The subversive potential of ethnography in the field of diversity management. In R. Bendl, I. Bleijenbergh, E. Henttonen, & A. Mills (Eds.), The Oxford Handbook of Diversity in Organizations (pp. 317-336). Oxford University Press.