Publicação
Diversity, equity and inclusion initiatives : their influence on organizational culture and performance
| Resumo: | Diversity, Equity, and Inclusion (DE&I) have become central themes in organizational development, particularly as companies strive to create more inclusive and representative workplaces. However, the true impact of these initiatives is often debated, especially considering growing political opposition in certain global contexts. This study explores how DE&I efforts are perceived by employees within a large American multinational company, focusing on variations across hierarchical levels, regions, and demographic backgrounds. Adopting a qualitative methodology with an interpretivist lens, the research draws on 17 semi-structured interviews analyzed using Braun and Clarke’s thematic analysis. Six key themes were identified, including perceptions of DE&I, leadership influence, regional disparities, and reactions to anti-DE&I sentiment. The study found that DE&I initiatives are generally viewed as positive when perceived as authentic and backed by visible leadership support. Middle and upper management often described these initiatives as meaningful drivers of psychological safety, trust, and retention. Contrarily, staff-level employees, especially those not directly involved in DE&I activities, tended to perceive such initiatives as symbolic or tied to annual performance goals. Social Exchange Theory (SET) provided a valuable insight for interpreting the data. Where employees perceived DE&I efforts as reciprocal and fair, they reported stronger engagement, loyalty, and belonging. When viewed as top-down or inauthentic, responses included skepticism and disengagement. The study makes both theoretical and practical contributions; it enriches the DE&I literature by highlighting the role of employee engagement and leadership in shaping perceptions of inclusion and trust, and by incorporating voices from underrepresented groups. Practically, it offers actionable insights for organizations seeking to implement effective, culturally sensitive DE&I strategies that can withstand external pressures. In doing so, this research emphasizes the importance of authentic commitment, leadership modelling, and local adaptation in embedding DE&I into the organizational fabric. |
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| Autores principais: | Fialho, Francisca Pereira |
| Assunto: | Diversity Equity Inclusion Organizational Culture Organizational Performance Social Exchange Theory |
| Ano: | 2025 |
| País: | Portugal |
| Tipo de documento: | dissertação de mestrado |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | Universidade de Lisboa |
| Idioma: | inglês |
| Origem: | Repositório da Universidade de Lisboa |
| Resumo: | Diversity, Equity, and Inclusion (DE&I) have become central themes in organizational development, particularly as companies strive to create more inclusive and representative workplaces. However, the true impact of these initiatives is often debated, especially considering growing political opposition in certain global contexts. This study explores how DE&I efforts are perceived by employees within a large American multinational company, focusing on variations across hierarchical levels, regions, and demographic backgrounds. Adopting a qualitative methodology with an interpretivist lens, the research draws on 17 semi-structured interviews analyzed using Braun and Clarke’s thematic analysis. Six key themes were identified, including perceptions of DE&I, leadership influence, regional disparities, and reactions to anti-DE&I sentiment. The study found that DE&I initiatives are generally viewed as positive when perceived as authentic and backed by visible leadership support. Middle and upper management often described these initiatives as meaningful drivers of psychological safety, trust, and retention. Contrarily, staff-level employees, especially those not directly involved in DE&I activities, tended to perceive such initiatives as symbolic or tied to annual performance goals. Social Exchange Theory (SET) provided a valuable insight for interpreting the data. Where employees perceived DE&I efforts as reciprocal and fair, they reported stronger engagement, loyalty, and belonging. When viewed as top-down or inauthentic, responses included skepticism and disengagement. The study makes both theoretical and practical contributions; it enriches the DE&I literature by highlighting the role of employee engagement and leadership in shaping perceptions of inclusion and trust, and by incorporating voices from underrepresented groups. Practically, it offers actionable insights for organizations seeking to implement effective, culturally sensitive DE&I strategies that can withstand external pressures. In doing so, this research emphasizes the importance of authentic commitment, leadership modelling, and local adaptation in embedding DE&I into the organizational fabric. |
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