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Diversity - Organisational change

Deloitte, Diversity, Organisational changeInterview with Carolyn Taylor, CEO of Walking the Talk
Research shows that leader authenticity is a critical component in nurturing cultural change, but what does that mean in practice? We interviewed cultural change expert, Carolyn Taylor, CEO and author of Walking the Talk and share her insights that leaders must clearly outline their expectations and genuinely role model these in their own behaviours to drive change.
Australia, interview, June 2014

How Authentic Leadership and Inclusion Benefit Organisations
What is the relationship between inclusion, leadership, employee citizenship behaviours and self-esteem? A US study found that when leaders behave authentically they create a more inclusive workplace, which has direct and positive consequences on an employee’s self-esteem and their helping behaviours as good employee citizen.
American research June 2014

Inclusive Leadership – The View From Six Countries
Does the idea of “inclusion” resonate in the same way across diverse countries? And similarly between men and women? What leader behaviours drive followers’ feelings of inclusion? Global research by Catalyst found inclusion is a universal concept, with measurable impacts on innovation and productivity, and directly influenced by leaders.
Australia, China (Shanghai), Germany, India, Mexico, United States research June 2014

Dynamic diversity: Toward a contextual understanding of critical mass
It is not only the physical environment which can unlock the value of diversity. There are other elements such as the ‘amount’ of diversity that is required to achieve benefits. While this paper does not provide a definitive figure, it suggests that it is not only a matter of numbers, but also about coupling this with the right environment or context.
American research paper, May 2014

Redesigning work for gender equity and work-personal life integration
This research by Professor Bailyn (MIT Sloan School of Management, USA) documents a number of research-sponsored flexibility and gender equity initiatives across US workplaces, and measures their effect on both individual and organisational outcomes.
American research, January 2011

2010 Market leader report on diversity and gender: Looking for a paradigm shift
This longitudinal report looks at the workplaces of diversity leaders through the eyes of diversity practitioners. It explores what causes an organisation to focus on diversity, their specific strategies and the expected outcomes for advancing women.
Australian and New Zealand research, October 2010

Cross-level effects of demography and a diversity climate on organisational attachment and firm effectiveness
This research examines whether the perceived diversity climate influences employee's feelings of attachment to their organisation, and the link to overall organisational effectiveness.
American research, October 2009

Top-down organisational change in an Australian government agency
This research suggests that combining change processes (e.g. top down and bottom up), and in particular selecting the most suitable approaches for a particular organisation, is critical to implementing a successful change programme.
Australian research, April 2008

Using a design approach to assist large scale organisational change
This research demonstrates the benefits of applying a 'design approach' to solving business problems. It proposes an organisational change process involving the four phases of reflection, imagination, modelling and action.
UK research, April 2008

Between trust and mistrust: A case study of organisational change in two manufacturing firms
This research highlights the importance of the human element in implementing a change process (even if the change agenda is ostensibly about functional improvements) and the centrality of employee/manager trust to success.
Swedish research, April 2008

Factors associated with a positive attitude towards change
This research explores the value of seeing change as an opportunity and not a threat, and that this positive attitude helps to create employee resilience. It identifies the organisational characteristics which help facilitate this positive attitude.
Norwegian research, April 2008

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