Best Practices or Best Guesses? Assessing the Efficacy of Corporate Affirmative Action and Diversity Policies

By Alexandra Kalev, F. Dobbin, E. Kelly. 2006

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Citations in the corpus

Delayed Impact of Fair Machine Learning (2018, background): “Finally, there has been much work in the social sciences on analyzing the eﬀect of aﬃrmative action [see e.g., Keith et al., 1985, Kalev et al., 2006].”
The Link Between Diversityand Equality ManagementPractice Bundles and RacialDiversity in the ManagerialRanks: Does Firm Size Matter? (2013, methodology): “These findings suggest that although minority mentoring can have beneficial consequences in organizations, there are challenges to fully realizing these benefits.”
THE DIVERSITY–VALIDITY DILEMMA: BEYOND SELECTION—THE ROLE OF AFFIRMATIVE ACTION (2008, background): “Possible approaches may be suggested by organization-wide diversity committees (Kalev et al., 2006) or by best practices reported by others in the burgeoning diversity profession (Diversity Best Practices, 2005).”
Combatting gender discrimination: A lack of fit framework (2018, background): “Kalev, Dobbin, and Kelly (2006), for example, found diversity training to be among the least effective diversity management techniques, noting that it does little to increase the proportion of women and members of minority groups in managerial positions.”
Does Diversity Pay?: Race, Gender, and the Business Case for Diversity (2009, background): “The sociological literature on diversity continues to grow (e.g., Alon and Tienda 2007; Bell and Hartmann 2007; Berry 2007; DiTomaso et al. 2007; Embrick forthcoming; Kalev et al. 2006), but, to date, there has been little systematic research on the impact of diversity on businesses’ financial succe”
CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age (2012, background): “In the absence of either transactional leadership or the social experience and sensitivity accumulated with age, CEOs may be less inclined to introduce diversity management initiatives and set up accountability mechanisms that support successful implementation in the organization (e.g., Kalev et al”
Studying Choice and Change: The Intersection of Institutional Theory and Entrepreneurship Research (2011, background): “…host of entrepreneurial activities, from the founding of new law firms specializing in employment discrimination suits (on both the plaintiff and management sides) to the creation of consulting firms assisting employers with issues of diversity management (Kalev et al. 2006, Dobbin and Kelly 2007).”
The role of diversity practices and inclusion in promoting trust and employee engagement (2015, background): “…social isolation (e.g. mentoring programs) and reduce hiring managers’ biases (e.g. training programs) was strengthened when practices that establish organizational responsibility (e.g. diversity staffs DIVERSITY PRACTICES AND ENGAGEMENT 10 and task forces) were also in place (Kalev et al., 2006).”
Whitened Résumés (2016, background): “Despite the proliferation of equal opportunity and diversity initiatives in organizations (Kalev, Dobbin, and Kelly, 2006; Kaiser et al., 2013), discrimination on the basis of race, in particular, remains pervasive in North American labor markets.”