Academic Papers
Empowering inclusion with insightful research.
Welcome to the Diversity Atlas Academic Papers Repository!
We are delighted to offer you this collection of academic papers on diversity, equity, and inclusion, curated from verified and reputable sources. This resource is designed to provide our members with quick access to valuable research that can inform and enhance your DEI initiatives.
Please note that all papers included in this repository have been collected with respect for and in accordance with the rights of the original authors and publishers.
We hope you find this resource useful and enriching. Happy reading!
2021
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Eddy S. Ng, Greg J. Sears, Kara A. Arnold
Exploring the influence of CEO and chief diversity officers’ relational demography on organizational diversity management: An identity-based perspective
Purpose – Drawing on the relational demography literature and a social identity perspective, several research propositions in which the authors postulate that demographic characteristics (e.g. gender and race) of senior leaders will influence the implementation and effectiveness of diversity management practices were presented. Specifically, the authors focus on the Chief Executive Officer/Chief Diversity Officer (CEO/CDO) dyad and explore independent and
2021
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Zeynep Arsel, David Crockett, Maura L Scott
Diversity, Equity, and Inclusion (DEI) in the Journal of Consumer Research: A Curation and Research Agenda
Diversity, Equity, and Inclusion (DEI) has become ubiquitous in public and academic discourse. This is despite ongoing contests over definitions and the lack of a clear consensus about the relative importance (and even the appropriate order) of each component. For our purposes, diversity refers broadly to real or perceived physical or socio-cultural differences attributed to people and the representation of
2021
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Kendra Lowery
Beyond Representation: African American Administrators’ Experiences as Reflections of Workforce Diversity Perspectives
ABSTRACT The recollections of sixteen African American administrators who were some of the first hired in de/segregated school districts in the North are analyzed in order to understand their work lives and experiences in district processes. Findings are analyzed through the lens of workforce diversity perspectives. Five themes emerged from the data regarding race, African American administrators’ roles and experiences.
2021
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Kari M. Rosenkranz, Tania K. Arora, Paula M. Termuhlen, Steven C. Stain, Subhasis Misra, Daniel Dent, Valentine Nfonsam
Diversity, Equity and Inclusion in Medicine: Why It Matters and How do We Achieve It?
Diversifying the medical work force is critical to reducing health care disparity and improving patient outcomes. This manuscript offers a comprehensive review of best practices to improve both the recruitment and the retention of underrepresented minorities in training programs and beyond. ( J Surg Ed 000:18. 2020 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights
2021
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Judy Lundy /Robyn Keast /Ben Farr-Wharton /Maryam Omari /Stephen Teo /Tim Bentley
Utilising a capability maturity model to leverage inclusion and diversity in public sector organisations
Diversity and inclusion (D&I) bring many benefits to society, particularly in public sector organisations servicing increasingly diverse communities. To deliver public value, government agencies at all levels must more intentionally direct public sector knowledge, skills, and experiences to shape the current and future capabilities of a more diverse and inclusive workforce. Fully optimising workplace D&I has proven elusive. An evolving
2021
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Stephanie J. Creary, PhD Nancy Rothbard, PhD Jared Scruggs
IMPROVING WORKPLACE CULTURE THROUGH: Evidence-Based Diversity, Equity and Inclusion Practices
The research and team was led by Stephanie Creary Ph.D., assistant professor of management at The Wharton School of the University of Pennsylvania. The research team included Nancy Rothbard Ph.D., Wharton management professor, Jared Scruggs, Wharton management doctoral candidate, and Moh Foundation Applied Insights Lab/Wharton MBA student research team members Elena Mariscal, Olivia Moore, Natalia Villarmán, Valerie Chia, Georgia Swee,
2021
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Kahn, J. M., Gray, D. M., Oliveri, J. M., Washington, C. M., DeGraffinreid, C. R., & Paskett, E. D.
Strategies to improve diversity, equity, and inclusion in clinical trials
There is a growing need for diversity, equity, and inclusion (DEI) in cancer care. One area requiring immediate attention and solutions is equal access and accrual to clinical trials. Increasing DEI in clinical trials is identified as a high-priority area by both the Institute of Medicine1 and the National Cancer Institute (NCI); however, persistent underenrollment of Black, Indigenous, and People
2021
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Bernadette Baum
DIVERSITY, EQUITY, AND INCLUSION POLICIES: ARE ORGANIZATIONS TRULY COMMITTED TO A WORKPLACE CULTURE SHIFT?
This paper proceeds from the premise that true change can only be realized after first coming to terms with harsh realities. The murder of George Floyd in 2020 sent shock waves throughout our collective conscience resulting in a racial reckoning unlike any other in modern history. Calls for change throughout Corporate America had organizations pledging millions of dollars toward the
2021
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Jan Coplan, Lee Crocker, Jeanette Landin, Tamara Stenn
Building Supportive, Inclusive Workplaces Where Neurodivergent Thinkers Thrive: Approaches in Managing Diversity, Inclusion, and Building Entrepreneurship in the Workplace
Neurodiversity refers to variations in the human brain regarding sociability, learning, attention, mood, and other mental functions in a non-pathological sense. The term was coined in 1998 by Australian sociologist Judy Singer and since has grown to reference the many different ways in which minds are wired and think (Singer, 2016). Although all workers are neurodiverse, the term will be
2021
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Michelle T. Violanti
Addressing Workplace Bullying Behaviors Through Responsible Leadership Theory: Essential Skills for Strategic Communicators
The purpose of this chapter is to argue why a responsible leadership (RL) approach advances the diversity, equity, and inclusion (DEI) efforts of organizations and their members in ways that reduce or eradicate bullying behaviors that can thwart DEI authenticity. Strategic communicators (SCs) are positioned to address issues that influence their organization’s ability to remain sustainable and to treat each