Abstract
This paper explores how institutional isomorphisms - coercive, mimetic, and normative - shape the implementation and evolution of diversity management (DM) practices in organizations. Drawing on institutional theory, the study conceptualizes diversity management not merely as a set of HR tools or compliance measures but as a dynamic process of institutional change driven by external pressures and internal adaptation. While coercive pressures (e.g., legal regulations and policy mandates) often initiate formal adoption of diversity policies, mimetic and normative mechanisms influence their diffusion and professionalization across sectors. However, the analysis reveals a persistent tension between symbolic conformity and substantive transformation: many organizations adopt diversity frameworks to signal legitimacy rather than to achieve structural or cultural inclusion. By synthesizing findings from recent empirical research and theoretical debates, the paper argues that authentic diversity management requires moving beyond compliance-driven isomorphism toward reflexive institutionalization - a process in which diversity becomes embedded in organizational values, leadership, and strategic vision. The discussion contributes to the broader understanding of how institutional mechanisms both enable and constrain organizational change in the field of diversity and inclusion.
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
Institutional Theory, Isomorphism, Diversity Management, Organizational Change, Institutionalization
