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Diversity is an important component of management studies, as it is not only an indicator of social equality, but acknowledged as a crucial factor in organizational success. While diversity in management studies has focused on representation in leadership, this focus has thus far been narrowed and mostly looked at the exclusion of women and racialized people. In the process, diversity in management studies has overlooked the underrepresentation of other, less visible groups. Using critical identity theory, this study broadens conceptualizations of diversity to include these overlooked groups, using 36 in-depth interviews with people who self-identify as Indigenous/ Métis, people with disabilities and LGBTQ2S+, to explore their experiences with leadership and governance, the barriers that they face due to their identities, and the possible strategies that could be used to promote their representation. This study finds that barriers to the representation of these communities include the narrow focus on larger populations - women and racialized minorities - and the comparative invisibility of their identities and subsequent silences; the unconscious biases which they face; and organizations' shallow and short-term commitments to diversity and inclusion, all of which have implications for practice. [ABSTRACT FROM AUTHOR]

Organizational discourse is a powerful force shaping and reflecting attitudes and behaviours. But organizations do not exist in a vacuum. This paper explores the societal discourse concerning Muslims in Canada 2014-2017 which serves as the context for organizations, shaping stereotypes and fueling bias and discrimination. Using key words we explore the shape of the discourse through citation analysis which demonstrates the ebb and flow or different often competing discourses. In addition, detailed analysis of 158 articles from both Quebec and Canada's national newspaper provides insight into the narratives, language and approaches in the discourse. Apart from revealing patterns that should be considered, in spite of the official organizational discourses of diversity and inclusion, it reveals the ways in which political elites rely on the power of emotion both in fuelling fear (the War on Terror and the War on the Hijab/Niqab) and in inspiring compassion (Humanitarian Values and Welcoming Refugees) prompts reflection on current approaches to advancing diversity and organizations which are framed with rational arguments like the business case for diversity. [ABSTRACT FROM AUTHOR]