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022			_a0956-5221
022			_a1873-3387
040			_aTBS _bEN _cTBS
041			_aeng
100			_aKlarsfeld, Alain _9438 _eauthor
245			_aThe diffusion of diversity management _b: the case of France _c/ Alain Klarsfeld.
260			_bScandinavian Journal of Management, _c2009.
300			_a363-373 pages.
362			_aScandinavian journal of management, 2009-12, Vol.25 (4), p.363-373
520			_aDiversity, a ‘voluntary’ concern as seen through the Anglo-Saxon lens, and discrimination, a ‘legal’ mandated concern as seen through the same lens, have simultaneously been gaining popularity in France since 2003. In this respect, this country is undergoing a regulation process with various constituencies promoting new sets of rules to make French society more inclusive. Through three different explanatory lenses, I examine how published discourse regarding adoption of diversity practices is converted into action. These lenses, the Anglo-American business case, which insists on the economic rationality of such adoption, and neo-institutional theory, which views diversity management as a result of isomorphic change processes, is joined by French social regulation theory, which posits diversity management as part of a process of designing new rules. My data shows that mandated practices have higher adoption rates than voluntary practices, but there are important variations in terms of rates of adoption, within both voluntary and mandatory processes. Besides the perceived threats from not complying, French managers take into account levels of flexibility as well as implementation cost. In this sense, French organizational constituents mediate the various initiatives suggested to them by their environment and exert a form of autonomous regulation. Laws focus attention and trigger action, rather than constraining it.
630		0	_aMSc International Business _926977
650		0	_aDiscrimination _913533
650		0	_aCoercive process _927005
650		0	_aInstitutional approach _927006
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