Diversity may have become a corporate catch cry, but new research shows ignoring differences may be counterproductive.
Modern organisations are hugely diverse, complex collections of people from a myriad of backgrounds. Simple categories, such as sex, racial group or age, or more artificial groups such as temporary and permanent employees, executives and non-executives form the basis of this diversity.
In the contemporary corporate world, diversity has even more forms. Global organisations have people from headquarters offshore working alongside locally-engaged staff, and other organisations result from takeovers or mergers which bring people from different corporate cultures together.
People from various functional disciplines, such as marketing or finance, for example, often have a different status in the organisational hierarchy, where there may be an “in-group” which needs the existence of an “out-group” to define itself and draw strength.
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