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In this essay, I highlight “social identity resourcing” as a generative mechanism whereby individuals’ social identities are used as assets to develop a vision and strategy for global diversity management. Social identity resourcing includes two forms: harnessing and integrating. Harnessing refers to practices that enable organizational members to share their perspectives on how global diversity management should be approached. Integrating reflects the actual use of different perspectives to implement a global vision and strategy for diversity management. In doing so, this essay departs from past research on global diversity management which focuses revealing the differences between a global and a multi-domestic (i.e., country-level) approach to diversity management (e.g., Nishii & Ozbilgin, 2007; Sippola & Smale, 2007) or highlighting a conceptual framework for managing global diversity (Mor Barak, 2014). Instead, this essay draws on both diversity management research (Ely & Thomas, 2001; Ramarajan & Thomas, 2010; Thomas & Ely, 1996) and a positive organizational scholarship (POS) perspective (Feldman, 2004; Fredrickson & Dutton, 2008; Sonenshein, 2014) to reveal a social identity-based mechanism that promotes individual and collective flourishing in global organizations.


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© Routledge. Final version published as: Creary, S. J. (2016). Resourcefulness in action: The case of global diversity management. In L. M. Roberts, L. P. Wooten, & M. N. Davidson (Eds.), Positive organizing in a global society: Understanding and engaging differences for capacity building & inclusion (pp. 24-30). New York: Routledge. Reprinted with permission. All rights reserved.