Disentangling the Meanings of Diversity and Inclusion in Organizations

By Quinetta Roberson. 2006

877 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/04c32b6b7a19faaef3db873ec2630bb60712483e

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Citations in the corpus

Voice, silence, and diversity in 21st century organizations: strategies for inclusion of gay, lesbian, bisexual, and transgender employees (2011, background): “Inclusion refers to “a person’s ability to ontribute fully and effectively to an organization” (Roberson, 2006, p. 215).”
Workplace contextual supports for LGBT employees: A review, meta‐analysis, and agenda for future research (2018, background): “Finally, because top management team support of diversity initiatives is key in supporting workplace culture (Konrad & Linnehan, 1995; Roberson, 2006), managers should view our findings as further impetus to become fully invested in LGBT equality at work.”
A Meta-Analysis Integrating 25 Years of Diversity Climate Research (2020, background): “…supports their integration, some scholars argue that diversity and inclusion are distinct constructs and their unique influences on work-related outcomes should be examined to allow for theoretical and practical advancements in these literatures (Nishii, 2013; Roberson, 2006; Shore et al., 2011).”
Diversity and Inclusion Metrics in Subset Selection (2020, background): “Inclusion refers to a sense of belonging and ability to function to one’s fullest ability within organizations [25, 27, 29, 31].”
Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. (2009, background): “Second, our focus on the inclusion patterns created through LMX relationships contributes to a growing discussion on the importance of organizational inclusion (Holvino, 1998; Holvino, Ferdman, & Merrill-Sands, 2004; Roberson, 2006).”
The Best of Times, the Worst of Times (2008, neutral): “Organizations are beginning to recognize that the increase of diversity in the workforce necessitates greater attention to policies and procedures regarding the treatment and experiences of diverse employees (see Button, 2001; Roberson, 2006).”
The Benefits of Climate for Inclusion for Gender-Diverse Groups (2013, background): “, 1998) as well as emerging conceptualizations of inclusion (Bormann & Woods, 1999; Ely & Thomas, 2001; Holvino et al., 2004; Roberson, 2006).”
Inclusive leadership and innovative work behavior: The role of psychological empowerment (2018, background): “In this inclusiveness, the concept which prevailed is that ‘everyone matters’ (Roberson, 2006) with their access to information and resources (Mor-Barak & Cherin, 1998).”
Inclusion: Conceptualization and measurement (2014, background): “…of inclusion has recently received substantial attention in the diversity literature (e.g., Lirio et al., 2008;Miller, 1998; Pless &Maak, 2004; Roberson, 2006), and also in related fields such as social work (Mor-Barak, 2000), social psychology (Ellemers & Jetten, 2013), and educational…”
Organizational diversity programs across cultures: effects on absenteeism, turnover, performance and innovation (2015, background): “Inclusion refers to the extent to which differences are respected and valued, and the participation and opportunities of diverse groups in the workplace are actively supported (Mor Barak, 2005; Roberson, 2006).”
Inclusive Leadership in Thought and Action: A Thematic Analysis (2021, neutral): “Rather than emphasizing difference as an organizational commodity, inclusion is focused on the degree to which individuals feel a part of critical organizational processes (Roberson, 2006).”