Abstract
Diversity, Equity, and Inclusion (DEI) initiatives are widely adopted by organizations to improve work conditions and career outcomes for disadvantaged groups, yet they often struggle with achieving sustainable change. This paper examines employee resistance as a barrier to DEI initiatives’ success. We review the literature on the conceptualization and study of resistance to DEI initiatives, and offer recommendations for future research. Overall, we advocate for a behavioral perspective to generate a more nuanced understanding of the complex nature of this resistance, which highlights its potentially ambivalent and subtle manifestations, and emphasizes its evolving nature in response to changing contexts over time. Acknowledging this complexity is crucial for advancing our understanding of resistance to DEI initiatives and for organizations aiming to address it effectively.
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