Diversity, equity, and inclusion in a multinational technology company: Developing a DEI strategy
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Journal Title
Journal ISSN
Volume Title
School of Business |
Master's thesis
Authors
Date
2024
Department
Major/Subject
Mcode
Degree programme
People Management and Organizational Development
Language
en
Pages
107 + 2
Series
Abstract
More and more organizations are investing in understanding and considering diversity, equity and inclusion in their working environments and organizational practices. The entity of diversity, equity and inclusion is called DEI. Although DEI is generally seen as an important and necessary theme in organizations, many organizations still lack a concrete DEI strategy (Olusanya, 2023). Academic research on DEI strategy development is also still scarce, for example in the field of DEI strategy research in technology sector. The purpose of this study is to delve into the DEI state and leading DEI in a multinational technology company. It also provides a framework for how to create a DEI strategy in this context. To address these topics, the study draws on the DEI related findings of an employee survey in the case company, other company materials and eight manager interviews. Thus, the study is constructed from both quantitative and qualitative data, fulfilling the criteria of a mixed-method study (Hurmerinta-Peltomäki & Nummela, 2006). The findings of the study show that DEI is highly context-specific topic. Each organization has its own unique DEI topics and problems. For example, technology sector typically highlights gender distribution as a DEI topic (Glass et al., 2013). However, this study shows that beyond this, important DEI topics to the case company include the inclusion of blue collars and employees with long tenure. The multinational study context, on the other hand, highlights the importance of consistent DEI processes and, for example, ensuring accessibility across all company sites, according to the managerial interviews. The study finds that the field of leading DEI is broad, which makes it challenging to identify specific tools of leading DEI. However, it shows that leading DEI can include, for example, developing an environment in which each employee feels that their voice is heard and that their opinions are valued. Finally, the study shows that the creation of a DEI strategy typically starts with a DEI state assessment. Then, the desired state of DEI is outlined, meaning identifying the organizational DEI vision. Then, context-specific strategic DEI objectives are systematically selected. Finally, the effectiveness and evolution of the strategy is monitored and continuously updated.Description
Thesis advisor
Piekkari, RebeccaBack, Hilla
Keywords
DEI, diversity, equity, inclusion, MNC, leadership