Diversity management and performance: paving the way for a revised business case

Abstract

As empirical evidence on the causal link between diversity and performance is sparse; and in the light of the predominant business case perspective [with exceptions from Corporate Social Responsibility (CSR)], this paper delineates a path for building a revised business case. In the face of demographic change, companies are increasingly held accountable for the attainment of societal goals other than profit maximisation (e.g. sustainability, learning and resilience). This paper argues that those goals prevalent in biodiversity research should be integrated in economic diversity management. The balanced scorecard, diversity training and mentoring are discussed as a building block of a revised business case adhering to social efficiency rather than economic efficiency alone. In addition, links to ecological diversity research are established. Potentially, synergies may be tapped on both the conceptual and the applied level in building a more inclusive business case.