You can’t win with them all. The impact of organizational cultures of difference on the organizational quality of life

Abstract

It is now widely recognised that a ‘good’ diversity management (DM) is crucial for promoting organisational innovation and well-being. However, recent evidence shows diversity management (DM) often doesn’t guarantee the desired results. We assumed DM could be hindered when the underlying organisational culture of difference (OCD) does not authentically legitimise diversity. Thus, OCD is the sediment of the organisational assumption about diversity that defines dynamics at a deep level and determines the everyday ‘field’ into which all DM proposals ‘land’. Assuming that only an OCD that authentically recognises diversity as an intrinsic worth can provide a positive impact through DM, we investigated the impact that different OCDs can have on the organisational quality of life. A total of 3.247 questionnaires were collected. Data were analysed in aggregate form using ANOVA and MANOVA through SPSS. Results supported our assumption: OCDs have a statistically significant impact on organisational quality of life; specifically, the ‘diversity-driven’ OCD has the most significant impact in promoting participation, innovation, commitment, and well-being. We conclude by discussing theoretical and practical implications, highlighting that when not adequately contextualised and supported by the OCD, DM may exacerbate the idea of diversity as an organisational disadvantage.