Abstract
This paper draws on findings from a doctoral dissertation examining how global technology organizations align diversity, equity, and inclusion (DEI) initiatives with organizational strategy. The purpose of the study was to investigate the extent to which DEI efforts are integrated into leadership practices, structural processes, and accountability systems. Using a qualitative methodology with semi-structured interviews of senior leaders across multiple firms, the research identified themes of leadership commitment, strategic alignment, employee resource groups, and metrics as critical factors shaping the effectiveness of DEI initiatives. The study reveals that while many organizations articulate strong intentions around DEI, gaps often exist between stated commitments and measurable outcomes. The findings suggest that integration of DEI into core strategy rather than treating it as a parallel initiative is essential for building cultures of fairness, innovation, and belonging. Implications for practice include equipping leaders with frameworks for embedding DEI into strategic planning, enhancing accountability through metrics, and leveraging employee-led initiatives to sustain organizational change. The research contributes to ongoing conversations about organizational diversity by offering both theoretical insights and practical strategies for advancing equity in complex, global contexts.
Presenters
Parish JeffersonUniversity Instructor | Center Manager, Extended Studies | Sanford Stem Cell Institute, University of California, San Diego, California, United States
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
DIVERSITY, EQUITY, INCLUSION, ORGANIZATIONAL STRATEGY, LEADERSHIP, BELONGING, ORGANIZATIONAL CULTURE, ACCOUNTABILITY
