Skip to main content
Springer Nature Link
Log in

Organizational Response to the Demand and Expectation for Diversity

  • Published:
Higher Education Aims and scope Submit manuscript

Abstract

This study examines the interplay of institutional environments and organizational contexts in shaping the responses of four professional schools (public health, business, social work, and engineering) to diversity-related pressures, expectations, requirements, and incentives. The role of market demand in structuring postsecondary approaches to diversity is of particular interest.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Subscribe and save

Springer+ Basic
€32.70 /Month
  • Get 10 units per month
  • Download Article/Chapter or eBook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Price includes VAT (Finland)

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • M. Benjamin (1996) Cultural Diversity, Educational Equity and the Transformation of Higher Education: Group Profiles as a Guide to Policy and Programming Praeger Westport, CT

    Google Scholar 

  • D. Bok (2003) Universities in the Marketplace: The Commercialization of Higher Education Princeton University Press Princeton, NJ

    Google Scholar 

  • W.G. Bowen D. Bok (1998) The Shape of the River: Long-term Consequences of Considering Race in College and University Admissions Princeton University Press Princeton, NJ

    Google Scholar 

  • InstitutionalAuthorNameBusiness–Higher Education Forum (2002) Investing in People: Developing All of America’s Talent on Campus and in the Workplace American Council on Education Washington, D.C

    Google Scholar 

  • P. Dass B. Parker (1996) ‘Diversity: A strategic issue’ E.E. Kossek S.A. Lobel (Eds) Managing Diversity: Human Resource Strategies for Transforming the Workplace Blackwell Publishers, Inc. Cambridge, MA 365–391

    Google Scholar 

  • H. Etzkowitz L. Ledersdorff (2000) ArticleTitle‘The dynamics of innovation: From national systems and “Mode 2” to a triple-helix of university–government–industry relations’ Research Policy 29 IssueID2 109–123 Occurrence Handle10.1016/S0048-7333(99)00055-4

    Article  Google Scholar 

  • E. Goodrick G.R. Salancik (1996) ArticleTitle‘Organizational discretion in responding to institutional practices: Hospitals and cesarean births’ Administrative Science Quarterly 41 1–28 Occurrence Handle10.2307/2393984

    Article  Google Scholar 

  • J.D. Goodstein (1994) ArticleTitle‘Institutional pressures and strategic responsiveness: Employer involvement in work–family issues’ Academy of Management Journal 37 IssueID2 350–382 Occurrence Handle10.2307/256833

    Article  Google Scholar 

  • D.W. Greening B. Gray (1994) ArticleTitle‘Testing a model of organizational response to social and political issues’ Academy of Management Journal 37 IssueID3 467–498 Occurrence Handle10.2307/256697

    Article  Google Scholar 

  • L.G. Hrebiniak W.F. Joyce (1985) ArticleTitle‘Organizational adaptation’ Administrative Science Quarterly 30 336–349 Occurrence Handle10.2307/2392666

    Article  Google Scholar 

  • S. Hurtado E.L. Dey (1997) “Achieving the goals of multiculturalism and diversity” M.W. Peterson D.D. Dill L.A. Mets (Eds) Planning and Management for a Changing Environment: A Handbook on Redesigning Postsecondary Institutions Jossey-Bass Publishers San Francisco 405–431

    Google Scholar 

  • R.L. Jepperson (1991) “Institutions, institutional effects, and institutionalism” W.W. Powell P.J. DiMaggio (Eds) The New Institutionalism in Organizational Analysis The University of Chicago Press Chicago 143–163

    Google Scholar 

  • D. Katz R.L. Kahn (1966) The Social Psychology of Organizations EditionNumber2 John Wiley & Sons New York

    Google Scholar 

  • J.W. Meyer B. Rowan (1977) ArticleTitle‘Institutionalized organizations: Formal structure as myth and ceremony’ American Journal of Sociology 83 340–363 Occurrence Handle10.1086/226550

    Article  Google Scholar 

  • C. Oliver (1991) ArticleTitle‘Strategic responses to institutional processes’ Academy of Management Review 16 IssueID1 145–179 Occurrence Handle10.2307/258610

    Article  Google Scholar 

  • J. Pfeffer G.R. Salancik (1978) The External Control of Organizations: A Resource Dependence Perspective Harper & Row New York

    Google Scholar 

  • W.R. Scott (1992) Organizations: Rational, Natural, and Open Systems Prentice-Hall Englewood Cliffs, NJ

    Google Scholar 

  • D.J. Siegel (2003) The Call for Diversity: Pressure, Expectation, and Organizational Response in the Postsecondary Setting Routledge Falmer New York

    Google Scholar 

  • M.C. Taylor (2001) The Moment of Complexity: Emerging Network Culture The University of Chicago Press Chicago

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Educational Leadership, East Carolina University, 229 Ragsdale Hall, 27858-4353, Greenville, NC, United States

    David J. Siegel

Authors
  1. David J. Siegel
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to David J. Siegel.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Siegel, D.J. Organizational Response to the Demand and Expectation for Diversity. High Educ 52, 465–486 (2006). https://doi.org/10.1007/s10734-006-0001-x

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10734-006-0001-x

Keywords

Search

Navigation