Past diversity frameworks have focused on the desired end state of diversity management strategies (i.e., cultures that value diversity and capitalize on the benefits that differences can bring to the organization) but have largely failed to highlight the methods of creating such change. A model is proposed that addresses this gap in the literature. Specifically, I argue that political, functional, and social pressures will call into question the legitimacy of the institutionalized nature of gender inequality in sport organizations. These pressures are then thought to result in employee commitment to and behavioral support for gender diversity initiatives. The relationship between the pressures for deinstitutionalization and commitment to gender diversity are thought to be moderated by four factors: the presence of change teams, education, top management support, and systemic integration. Contributions and future directions are discussed.
Sex Roles – Springer Journals
Published: Oct 18, 2007
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