We provide an ethical evaluation of the debate on managing diversity within teams and organizations between equality and business case scholars. Our core assertion is that equality and business case perspectives on diversity from an ethical reading appear stuck as they are based on two different moral perspectives that are difficult to reconcile with each other. More specifically, we point out how the arguments of equality scholars correspond with moral reasoning grounded in deontology, whereas the foundations of the business case (...) perspective are crafted by utilitarian arguments. We show that the problems associated with each diversity perspective correspond with the traditional concerns with the two moral perspectives. To resolve this stalemate position, we argue that the equality versus business case debate needs to be approached from a third, less well-known moral perspective (i.e. virtue ethics). We posit that a focus on virtues can enhance equality by reducing prejudice and illustrate this by applying it to the HRM domains of recruitment and selection and of performance management. Subsequently, we argue that values are key to aligning virtues with each other and with corporate strategy, delineate our values and virtues perspective on diversity, and argue why and how it can enhance organizational performance. (shrink)

Popular press suggests that gender diversity benefits the performance of work groups. However, decades of research indicate that such performance benefits of gender diversity are anything but a given. To account for this incongruity, in this conceptual paper we argue that the performance of gender-diverse work groups is often inhibited by self-reinforcing gender role expectations. We use the analogy of a flywheel to illustrate how gender role expectations tend to reinforce themselves via three mechanisms. Specifically, we argue that gender role (...) expectations shape (a) the allocation of jobs, tasks, and responsibilities, (b) the behavior of perceivers, and (c) the behavior of target women and men. In turn, these three consequences of gender role expectations tend to confirm the initial gender role expectations, thus creating an automatic, self-reinforcing flywheel effect. Such self-reinforcing gender role expectations provide superficial impressions of individual women and men’s actual knowledge and abilities at best. We therefore further propose that each of the three mechanisms of the flywheel of gender role expectations negatively affects group performance to the extent that gender role expectations inaccurately capture group members’ actual knowledge and abilities. Because the extent to which work group members rely on gender role expectations depends on how they form impressions of others, we propose that individuals’ motivation to form accurate impressions is crucial for inhibiting the flywheel of gender role expectations. We close by advancing an agenda for future research on each of the three areas of interest in our conceptual analysis: the flywheel effect of gender role expectations, the consequences of this flywheel effect for group functioning, and ways to motivate group members to form accurate impressions. (shrink)