Academic Papers
Empowering inclusion with insightful research.
Welcome to the Diversity Atlas Academic Papers Repository!
We are delighted to offer you this collection of academic papers on diversity, equity, and inclusion, curated from verified and reputable sources. This resource is designed to provide our members with quick access to valuable research that can inform and enhance your DEI initiatives.
Please note that all papers included in this repository have been collected with respect for and in accordance with the rights of the original authors and publishers.
We hope you find this resource useful and enriching. Happy reading!
2021
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Stephanie J. Creary, PhD Nancy Rothbard, PhD Jared Scruggs
IMPROVING WORKPLACE CULTURE THROUGH: Evidence-Based Diversity, Equity and Inclusion Practices
The research and team was led by Stephanie Creary Ph.D., assistant professor of management at The Wharton School of the University of Pennsylvania. The research team included Nancy Rothbard Ph.D., Wharton management professor, Jared Scruggs, Wharton management doctoral candidate, and Moh Foundation Applied Insights Lab/Wharton MBA student research team members Elena Mariscal, Olivia Moore, Natalia Villarmán, Valerie Chia, Georgia Swee,
2021
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Kahn, J. M., Gray, D. M., Oliveri, J. M., Washington, C. M., DeGraffinreid, C. R., & Paskett, E. D.
Strategies to improve diversity, equity, and inclusion in clinical trials
There is a growing need for diversity, equity, and inclusion (DEI) in cancer care. One area requiring immediate attention and solutions is equal access and accrual to clinical trials. Increasing DEI in clinical trials is identified as a high-priority area by both the Institute of Medicine1 and the National Cancer Institute (NCI); however, persistent underenrollment of Black, Indigenous, and People
2021
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Bernadette Baum
DIVERSITY, EQUITY, AND INCLUSION POLICIES: ARE ORGANIZATIONS TRULY COMMITTED TO A WORKPLACE CULTURE SHIFT?
This paper proceeds from the premise that true change can only be realized after first coming to terms with harsh realities. The murder of George Floyd in 2020 sent shock waves throughout our collective conscience resulting in a racial reckoning unlike any other in modern history. Calls for change throughout Corporate America had organizations pledging millions of dollars toward the
2021
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Jan Coplan, Lee Crocker, Jeanette Landin, Tamara Stenn
Building Supportive, Inclusive Workplaces Where Neurodivergent Thinkers Thrive: Approaches in Managing Diversity, Inclusion, and Building Entrepreneurship in the Workplace
Neurodiversity refers to variations in the human brain regarding sociability, learning, attention, mood, and other mental functions in a non-pathological sense. The term was coined in 1998 by Australian sociologist Judy Singer and since has grown to reference the many different ways in which minds are wired and think (Singer, 2016). Although all workers are neurodiverse, the term will be
2021
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Michelle T. Violanti
Addressing Workplace Bullying Behaviors Through Responsible Leadership Theory: Essential Skills for Strategic Communicators
The purpose of this chapter is to argue why a responsible leadership (RL) approach advances the diversity, equity, and inclusion (DEI) efforts of organizations and their members in ways that reduce or eradicate bullying behaviors that can thwart DEI authenticity. Strategic communicators (SCs) are positioned to address issues that influence their organization’s ability to remain sustainable and to treat each
2021
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"I. Direto, Shannon Chance, L. Clemmensen, S. Craps, S.B. Economides, S.R. Isaac, A.M. Jolly, F.R. Truscott,
and N. Wint"
Diversity, equity, and inclusion in engineering education: an exploration of European higher education institutions’ strategic frameworks, resources, and initiatives
Significant efforts have been made to promote gender equality in higher education (HE) in Europe. Examples include the establishment of the Athena Swan Charter in the UK in 2005 and the 2019 launch of the Irène Curie Fellowship scheme by Eindhoven University of Technology. But which initiatives address broader diversity, equity, and inclusion (DEI) challenges in HE? And which are
2021
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Jeffrey A. Flory, Andreas Leibbrandt, Christina Rott, Olga Stoddard
Increasing Workplace Diversity Evidence from a Recruiting Experiment at a Fortune 500 Company
While many firms have set ambitious goals to increase diversity in their ranks, there is a dearth of empirical evidence on effective ways to reach them. We use a natural field experiment to test several hypotheses on effective means to attract minority candidates for top professional careers. By randomly varying the content in recruiting materials of a major financial services
2021
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Katherine A. Lingras, M. Elizabeth Alexander & Danielle M. Vrieze
Diversity, Equity, and Inclusion Efforts at a Departmental Level: Building a Committee as a Vehicle for Advancing Progress
Academic Health Centers (AHCs) across the nation are experiencing a reawakening to the importance of Diversity, Equity, and Inclusion (DEI). Such work impacts both employees and patients served by healthcare institutions. Yet, for departments without previously existing formal channels for this work, it is not always apparent where to begin. The current manuscript details a process for creating a committee
2021
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Karsten Jonsen, Sébastien Point, Elisabeth K. Kelan & Adrian Grieble
Diversity and inclusion branding: a five-country comparison of corporate websites
In their quest to attract talent and appear as an employer of choice, organizations must articulate the benefits of having a diverse and inclusive workforce. By communicating the attractiveness of the workplace, a company increases its exposure to the environment as an employer of choice. Within the context of employer branding, we highlight two emerging concepts that encompass corporate communication
2021
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Ruchi Sinha | Chia-Yen (Chad) Chiu | Santosh B. Srinivas
Shared leadership and relationship conflict in teams: The moderating role of team power base diversity
Shared leadership in teams is believed to be beneficial for team effectiveness. Yet recent empirical evidence shows that it may not always bring positive effects. On the one hand, the team leadership literature suggests that shared leadership allows for frequent interactions among members, improving intrateam harmony and reducing conflicts. On the other hand, the team power literature suggests that frequent