Nkomo Cox 1996 Diverse Identities In 
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2.5
DiverseIdentities in Organizations
STEL LA M. NKOMO
AND TAYLOR
In the last few years with the release of the
Workforce 2000 Report and other publications predicting a more diverse workforce in the
United States and throughout the wor1d (Fullerton 1991; Johnston and Packer 1987; JohnstaD 1991), diversity bas gained currency as a topic in the study of organizations. The most attention bas come from practitioners interested in how to 'manage diversity' in light of these predictions (Cross et al. 1994; Morrison 1992;
Loden and Rosener 1991; Thomas 1991).
Organizational researchershave only recently turned their attention to the topic (Cox 1993;
Cox and B1ake 1991; Ferdman 1992; Jackson and associates1992; Watson et al. 1993). For the most part the concept of diversity 1acks rigor, theoretical development, and historica! specificity. The current state of theoretica! knowledge and research on diversity in organizations might he likened to the situation of discovering the many tributary streams to a larger body of water but heing uncertain about tbe very nature of the 1arger body of water. There are a numher of theoretica! and researchareas which influence current understandings of diverse identities in organizations. The vastness of what might he assumed under tbe rubric of diversity reflects ODe of its .m~jor theoretica! dilemmas - tbe 1ack of SpecifiCltyof the concept. Diversity is underdeve10pedas a scientific construct and bas 1arge1ydrawn its present meaning from the work of organizational practitioners. It is also very much a contested term. Current definitions of diversity range from narrow to very braad, expansive conceptualizations.
Narrow definitions empbasizerace, ethnicity, and gender. For instance, Cross et al. (1994:
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cox
IR
xxü) view diversity as 'focusing on issues of racism, sexism, heterosexism,c1assism,ab1eism, and other farms of discrimination at the individual, identity group, and system
.
.
~
\
oR'
~?';;';'--~'~~C
-
2.5
DiverseIdentities in Organizations
STEL LA M. NKOMO
AND TAYLOR
In the last few years with the release of the
Workforce 2000 Report and other publications predicting a more diverse workforce in the
United States and throughout the wor1d (Fullerton 1991; Johnston and Packer 1987; JohnstaD 1991), diversity bas gained currency as a topic in the study of organizations. The most attention bas come from practitioners interested in how to 'manage diversity' in light of these predictions (Cross et al. 1994; Morrison 1992;
Loden and Rosener 1991; Thomas 1991).
Organizational researchershave only recently turned their attention to the topic (Cox 1993;
Cox and B1ake 1991; Ferdman 1992; Jackson and associates1992; Watson et al. 1993). For the most part the concept of diversity 1acks rigor, theoretical development, and historica! specificity. The current state of theoretica! knowledge and research on diversity in organizations might he likened to the situation of discovering the many tributary streams to a larger body of water but heing uncertain about tbe very nature of the 1arger body of water. There are a numher of theoretica! and researchareas which influence current understandings of diverse identities in organizations. The vastness of what might he assumed under tbe rubric of diversity reflects ODe of its .m~jor theoretica! dilemmas - tbe 1ack of SpecifiCltyof the concept. Diversity is underdeve10pedas a scientific construct and bas 1arge1ydrawn its present meaning from the work of organizational practitioners. It is also very much a contested term. Current definitions of diversity range from narrow to very braad, expansive conceptualizations.
Narrow definitions empbasizerace, ethnicity, and gender. For instance, Cross et al. (1994:
~
~-,
-~
cox
IR
xxü) view diversity as 'focusing on issues of racism, sexism, heterosexism,c1assism,ab1eism, and other farms of discrimination at the individual, identity group, and system