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Diversity Ideologies and Employee Resource Groups: C-Suite Perspectives

Ann Marie Ryan

Journal of Business and Psychology2026https://doi.org/10.1007/s10869-026-10115-1article
AJG 3ABDC A
Weight
0.50

Abstract

Social and political attention to whether organizational diversity initiatives promote exclusion and divisiveness has increased. In this study, rare access to Chief Human Resources Officers (CHROs) of leading organizations allowed the gathering of their perspectives on how to navigate implementation of one identity-conscious diversity initiative, employee resource groups (ERGs). Following a descriptive survey ( N = 107), a thematic analysis of interviews with 24 leaders indicated how awareness of potential advantage or exclusion signaling with identity-conscious practices was coupled with embracing more identity-blind or multicultural ideological approaches. Additional themes related to whether ERG goals were seen as aligned with those of the business, how organizations managed spillover of external conflicts into the workplace, and how stage of maturity with regard to ERGs impacted performativity. Implications for research on ERGs as well as practical implications for management of identity-conscious practices are provided.

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https://doi.org/https://doi.org/10.1007/s10869-026-10115-1

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@article{ann2026,
  title        = {{Diversity Ideologies and Employee Resource Groups: C-Suite Perspectives}},
  author       = {Ann Marie Ryan},
  journal      = {Journal of Business and Psychology},
  year         = {2026},
  doi          = {https://doi.org/https://doi.org/10.1007/s10869-026-10115-1},
}

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Evidence weight

0.50

Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40

F · citation impact0.50 × 0.4 = 0.20
M · momentum0.50 × 0.15 = 0.07
V · venue signal0.50 × 0.05 = 0.03
R · text relevance †0.50 × 0.4 = 0.20

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