Queer theory is a relatively new theoretical approach in organizational discourse that we think can uncover power relations and normative and hierarchical processes in diversity management discourse. ‘Heteronormativity’ and ‘performativity’, core concepts of queer theory, critique categorization and fixed identities and thereby problematize and broaden perspectives on current diversity management discourse, especially those associated with organizational constructions of diversity dimensions. In this article, we focus on the discursive and intersectional construction of subject positions and identities within organizations by drawing upon a queer theoretical framework to analyze three companies' codes of conduct that claim to create an inclusive work environment. The deconstructive analysis of these discursive artifacts emphasizes the intersectional power dynamics of and between the categories of sex, gender and sexuality, and can be taken as a point of departure for questioning the heteronormative arrangements of diversity management practices.

Audience responses systems are electronic devices allowing audience interaction and they are increasingly being used in educational and business settings to enhance various pedagogical and practical processes. This paper discusses how ARS technology may be used as a method of collecting data for research purposes. Specifically, this paper demonstrates ARS technology's potential utility by duplicating findings from two organisational studies, it discusses how ARS technology may be used to address three prevalent data collection problems, and it suggests how ARS technology may provide scholars with increased access to certain organisational settings, as well as greater integration between research and service activities.

We explore whether differences in perceptions of diversity might emanate from the characteristics of perceivers themselves rather than from the characteristics of those observed. Grounding our arguments in self- and social-identity theory, we hypothesize that individuals respond differently to the same diversity stimuli because they differ in their ‘propensity to stereotype’ and ‘diversity experience.’ Since individuals tend to gravitate towards similar others, we also hypothesize that perceived diversity can predict an individual's ‘desire to group’ with others. Over 200 individuals – staff and students – from a university were exposed to diverse stimuli in an online experiment in a bid to test the hypotheses. Structural Equation Modeling of the data generally supported the hypothesized relationships.

The purpose of this article is to develop a conceptual framework to describe ‘socially responsible diversity management’. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to afirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed ‘socially responsible diversity management’.

From a liberal feminist perspective, we argue that gender can both inform, and should continue to be informed by, social identity studies in efforts to understand and manage subtle sexism in contemporary workplaces. We investigated the presence of a form of subtle sexism, affective aversive sexism, in an Australian male-dominated organization: a police force. To do this we surveyed 159 policemen and examined relationships between individual emotional experience, emotional intensity and emotion regulation. Results indicated that, in a subtle display of intergroup bias, policemen experienced both higher positive and higher negative emotions in the presence of other policemen than of policewomen who, we argue, may be less central in the men's identities and relationships at work. Implications for research, training, and emotion management in the workplace are discussed and it is suggested that liberal feminist research can contribute much to understanding the dynamics that reproduce structural segregation in the workplace.