Conducting a diversity policy as an organizational change process: a theoretical model going from organizational legitimation to institutionalization dynamics
Bruna, Maria Giuseppina; Chanlat, Jean-François (2015), Conducting a diversity policy as an organizational change process: a theoretical model going from organizational legitimation to institutionalization dynamics, Annual 15th EURAM Conference - European Academy of Management, 2015-06, Varsovie, Poland
Type
Communication / ConférenceDate
2015Conference title
Annual 15th EURAM Conference - European Academy of ManagementConference date
2015-06Conference city
VarsovieConference country
PolandMetadata
Show full item recordAuthor(s)
Bruna, Maria GiuseppinaDauphine Recherches en Management [DRM]
Chanlat, Jean-François
Dauphine Recherches en Management [DRM]
Abstract (EN)
This theoretical paper addresses the implementation of a diversity policy as an organizational change process, overtaking the laterality of ad-hocratic initiatives to embrace a transformative movement. Following a diachronic, multi-dimensional and multi-level perspective, the phenomenology of a diversity policy is analyzed as a complex socio-organizational dynamics inspired by institutional constraints duly “endogeneised” and “managerialised, embedded in actors’ role-games and perhaps contributing to the legitimation of the firm.Theoretically, the paper crosses managerial and sociological theories to investigate the actors’ role-games (Crozier & Friedberg, 1977) and the processes of social regulation and collective learning that underlie an organizational change (Reynaud, 1997; Alter, 2005; Babeau & Chanlat, 2008; Lazega et al., 2008, Bruna, 2013). The investigation is enlightened by qualitative data collected during an exploratory research focused on the French case.Subjects / Keywords
Diversity policy; Institutional pressures; Organizational change; Sponsored organizational change process; Learning dynamics; Social regulation; LegitimacyRelated items
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