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@PHDTHESIS{SteuerDankert:808110,
author = {Steuer-Dankert, Linda},
othercontributors = {Piller, Frank Thomas and Leicht-Scholten, Carmen},
title = {{D}iversity in complex organizations : the triangle of
diversity management, change management and organizational
culture from a system-theoretical perspective},
school = {Rheinisch-Westfälische Technische Hochschule Aachen},
type = {Dissertation},
address = {Aachen},
reportid = {RWTH-2020-11830},
pages = {1 Online-Ressource (XXII, 298 Seiten) : Illustrationen,
Diagramme},
year = {2020},
note = {Veröffentlicht auf dem Publikationsserver der RWTH Aachen
University 2021; Dissertation, Rheinisch-Westfälische
Technische Hochschule Aachen, 2020},
abstract = {Especially in the economic context, workforce diversity is
increasingly seen as a critical success factor. In addition
to the potential which, according to studies, results from a
diverse team, the challenges resulting from human diversity
are also addressed and scientifically investigated. Both,
the potential and the challenges result in the necessity of
implementing an organization-specific diversity management,
which supports the recruitment of new employees on the one
hand and the management of existing diversity on the other
hand. There are different definitions of diversity in the
psychological, social and economic literature, which results
in different perspectives on the process of implementing and
designing a diversity management approach. Particularly
against the background of the complexity of the
organizational environment and the increasing demands on
internal agility, there is a need to reflect diversity in
organizations more strongly and to develop system-specific
approaches. This requires the consideration of
organization-specific structures and processes as well as
the reflection of changes in organizational culture through
the implementation of a diversity management approach that
includes and can cope with the given complexity.
Furthermore, the psychological effects of such changes on
employees must be taken into account in order to avoid
reactances and to enable a sustainable implementation of
diversity management. In the absence of such approaches in
the context of publicly funded complex research
organizations, the aim of this dissertation is to develop
and test a research design that links diversity and change
management approaches to organizational culture by taking a
systems-theoretical perspective. The research design is
applied to a scientific organization. The basis for this is
the examination of the current state of research from an
interdisciplinary perspective and the accompanying
comprehensive introduction to the field of research. In the
course of this, the conceptual definition of diversity will
be discussed in detail before the psychological concepts in
the context of diversity form the transition to a
differentiated examination of the concept of diversity
management. Subsequently, the research design as well as the
resulting research phases are derived. Part A thus provides
the theoretical basis for the papers presented in Part B.
Each essay examines the different research phases in
chronological order. Research Paper I presents the six-step
research approach and sheds light on the special conditions
of the research object from a theoretical perspective.
Following this, the results of the organizational analysis,
which also represents phase I and II of the research
concept, are presented. Based on these research results,
Research Paper II focuses on the presentation of the results
of research phase III, the survey of the management level.
The survey focused on the perception of diversity and
diversity management at management level, the linking of
diversity with innovation, and the reflection of one's own
management style. As a result of the survey, six types were
identified which reflect the understanding of leadership in
the context of diversity and, thus, represent the starting
point for a top-down diversity management strategy. Building
on this, research phase IV will focus on the employee level.
The quantitative survey focused on the prevailing attitudes
towards diversity and diversity management, the perception
of diversity and the influence of management on the employee
level. Research Paper III presents the first results of this
study. The analysis points to a divergent weighting of
different diversity categories with regard to the link to
innovations and thus the reflection of the context between
diversity and innovations. Comparable to the identified
types on the management level, the analysis points to the
existence of different degrees of reflection on the employee
level. Based on this, Research Paper IV presents a closer
examination of the degree of reflection on the employee
level and combines the diversity management approach with
elements of change management. As a conclusion of a
theoretical analysis, special attention is paid to
organizational culture as a central element in the
development and introduction of a diversity management
approach in a complex research organization in Germany. The
analysis shows that the perception of diversity is initially
detached from the individual background (in the context of
this analysis the focus was on the diversity categories
gender and origin). With regard to the appreciation of
diversity, the picture is also heterogeneous. However, only
$17\%$ of employees agree that diversity categories such as
gender, origin or age can add value. At the same time, this
group considers the importance attached to this topic in the
CoE to be sufficient. In summary, the following findings can
be derived from this dissertation and, thus, serve as a
basis for the development of a diversity management
approach: (1) The development of a demand-oriented diversity
management approach requires a system-theoretical process
that takes into account both internal and external factors.
The six-step research process developed within the research
project has proven to be a suitable instrument for this
purpose. (2) Three central factors can be identified in the
context of public research institutions: the individual
level of reflection, the organizational culture, and
externally influenced organizational structures, processes,
and systems.(3) Similar to private companies, the management
level in scientific organizations has a high influence on
the perception of diversity and, thus, on the implementation
of a diversity management strategy. Therefore, a top-down
approach for a sustainable implementation is necessary, also
in the scientific context and due to the legal framework
conditions of the university system in particular. (4)
Diversity management is closely related to organizational
change, which requires reflection from a psychological
perspective on change processes and requires a combination
of diversity and change management. Based on the central
insights gained within the framework of the developed
research concept, an approach will be developed that enables
the derivation of theoretical implications as well as
implications for management. Especially against the
background of the reflection of the special framework
conditions of publicly funded research institutions,
political implications for action aimed at changing
structural dimensions are derived.},
cin = {812710 / 080067 / 316420},
ddc = {330},
cid = {$I:(DE-82)812710_20140620$ / $I:(DE-82)080067_20181221$ /
$I:(DE-82)316420_20140620$},
pnm = {DFG project 390621612 - EXC 2023: Internet of Production
(IoP) (390621612) / DFG project 25065172 - EXC 128:
Integrative Produktionstechnik für Hochlohnländer
(25065172) / WS-D.I - Internal Perspective (X080067-WS-D.I)},
pid = {G:(GEPRIS)390621612 / G:(GEPRIS)25065172 /
G:(DE-82)X080067-WS-D.I},
typ = {PUB:(DE-HGF)11},
doi = {10.18154/RWTH-2020-11830},
url = {https://publications.rwth-aachen.de/record/808110},
}
Gast ::