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  1. Diversity management: A new organizational paradigm. [REVIEW]Jacqueline A. Gilbert, Bette Ann Stead & John M. Ivancevich - 1999 - Journal of Business Ethics 21 (1):61 - 76.
    Currently, an increasing number of organizations are attempting to enhance inclusiveness of under represented individuals through proactive efforts to manage their diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The present paper also provides a conceptual model to examine antecedents and consequences of effective diversity management. Additional research areas identified from the model and (...)
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  • Gender Diversity in Corporate Governance and Top Management.Claude Francoeur, Réal Labelle & Bernard Sinclair-Desgagné - 2008 - Journal of Business Ethics 81 (1):83-95.
    This article examines whether and how the participation of women in the firm’s board of directors and senior management enhances financial performance. We use the Fama and French (1992, 1993) valuation framework to take the level of risk into consideration, when comparing firm performances, whereas previous studies used either raw stock returns or accounting ratios. Our results indicate that firms operating in complex environments do generate positive and significant abnormal returns when they have a high proportion of women officers. Although (...)
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  • Affirmative action: An ethical evaluation. [REVIEW]Bill Shaw - 1988 - Journal of Business Ethics 7 (10):763 - 770.
    This paper examines four major arguments advanced by opponents of race and gender conscious affirmative action and rebuts them on the basis of moral considerations. It is clear that the problem of past racial/gender discrimination has not disappeared; its effects linger, resulting in a wide disparity in opportunities and attainments between minorities/women and whites/males. Affirmative action, although not the perfect solution, is by far the most viable method of redressing the effects of past discrimination. Thus it cannot be dismissed lightly (...)
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  • Demonstrating the value of diversity for improved decision making: The “wuzzle-puzzle” exercise. [REVIEW]Steven M. Dunphy - 2004 - Journal of Business Ethics 53 (4):325-331.
    The wuzzle-puzzle exercisé requires small groups of individuals to initially explore their diversity, explicate this diversity to the class, solve a wuzzle-puzzle series of anagrams on their own, and then solve a similar series in a diversified group. The improvement concomitant with a diverse group of individuals in the second, wuzzle-puzzle condition demonstrates that diversity may indeed improve decision-making. This demonstration may be of special interest to business educators and ethicists as they encourage group work. Further, business practitioners may find (...)
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  • Gender Diversity in the Boardroom and Firm Financial Performance.Kevin Campbell & Antonio Mínguez-Vera - 2008 - Journal of Business Ethics 83 (3):435-451.
    The monitoring role performed by the board of directors is an important corporate governance control mechanism, especially in countries where external mechanisms are less well developed. The gender composition of the board can affect the quality of this monitoring role and thus the financial performance of the firm. This is part of the “business case” for female participation on boards, though arguments may also be framed in terms of ethical considerations. While the issue of board gender diversity has attracted growing (...)
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  • Building an Inclusive Diversity Culture: Principles, Processes and Practice.Nicola Pless & Thomas Maak - 2004 - Journal of Business Ethics 54 (2):129-147.
    In management theory and business practice, the dealing with diversity, especially a diverse workforce, has played a prominent role in recent years. In a globalizing economy companies recognized potential benefits of a multicultural workforce and tried to create more inclusive work environments. However, many organizations have been disappointed with the results they have achieved in their efforts to meet the diversity challenge [Cox: 2001, Creating the Multicultural Organization (Jossey-Bass, San Francisco)]. We see the reason for this in the fact that (...)
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