Randall Peterson, Aneeta Rattan, Oriane Georgeac
Why should organizations care about diversity? This is a question that business leaders are tasked with answering, both for their constituents within the organization and for public audiences. What do they say, and how effective are their answers for actually fostering welcoming environments for members of underrepresented groups?
The most prevalent case for diversity in organizations within the research literature is the business case. The typical “business case” for diversity in the workplace argues that f should promote diversity because of the economic value it yields, including higher financial performance (Credit Suisse Research Institute, 2012; Joy, Carter, Wagner, & Narayanan, 2007; Erhardt, Werbel, & Shrader, 2003), increased group effectiveness as a result of greater informational diversity (Eagly, in press; Galbreath, 2011), competitive advantage thanks to stronger links with the customer base, etc. (Brammer, Millington, & Pavelin, 2009; Eagly, in press). As a real-world illustration, the Global Director of Diversity of Facebook argues on the company’s website that diversity is “good for our products and for our businesses”.