Conducting a diversity policy as an organizational change process: a theoretical model going from organizational legitimation to institutionalization dynamics

Maria Giuseppina Bruna () and Jean-François Chanlat
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Maria Giuseppina Bruna: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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Abstract: 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.

Keywords: Diversity policy; Institutional pressures; Organizational change; Sponsored organizational change process; Learning dynamics; Social regulation; Legitimacy (search for similar items in EconPapers)
Date: 2015-06
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Published in Annual 15th EURAM Conference - European Academy of Management, Jun 2015, Varsovie, Poland

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01399919

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