Marjolein Dennissen

126 The Herculean task of diversity networks remained on the individual and group levels of equality. While some diversity networks were successful in challenging the organizational management on inequality-related issues, other networks shied away from these killjoy topics and instead talked about “sexy” and “feel-good” diversity. The insufficient attention to organizational processes that influence the preservation and perpetuation of organizational inequalities hampers diversity management practices such as diversity networks in their contribution to organizational equality. My framework encourages a critical analysis that distinguishes between multiple levels of organizational equality and, thus, transcends the focus on the numerical representation of marginalized employees. Moreover, this framework allows for a multilevel analysis that sheds light on how diversity management practices can simultaneously produce and counteract organizational equality. As such, it offers a novel and more sophisticated framework for better theoretical insights into whether and how diversity management contributes to equality in organizations. Demarginalizing intersectionality in diversity management My second contribution pertains to the introduction of an intersectionality perspective to theorize diversity management practices. People always have multiple identities that intersect in various ways through time and space. As Audre Lorde (1984) so eloquently pointed out, “there is no such thing as a single-issue struggle because we do not live single-issue lives” (p. 138). Although critical diversity studies have called attention to the theoretical concept of intersectionality (Acker, 2006; Holvino, 2010; Rodriguez et al., 2016; Zanoni et al., 2010), few of these insights have found their way into research on diversity management in organizations. It takes an intersectionality perspective to highlight how most diversity management practices focus on single identity categories of disadvantaged social groups, such as women, ethnic minorities, LGBTs, disabled employees, and are also studied as such. The predominant focus on single identity categories contains an inaccurate assumption that these categories of difference consist of homogeneous groups (Holvino, 2010; Zanoni et al., 2010). I contributed to the literature by showing how the notion of intersectionality can uncover intersectional inequalities in single category diversity management practices. Theorizing how inequalities and their intersections are relevant to organizational policies, especially the concept of political intersectionality, is most promising for research on diversity management in organizations. In the following text, I elaborate on the implications of structural intersectionality and political intersectionality. My analysis of structural intersectionality revealed the normalization of single identity categories: individuals with single subordinate identities (e.g., white, heterosexual, able-bodied women) are favored at the expense of individuals with multiple subordinate identities (e.g., black, lesbian, disabled women). As a consequence, the single category structure of diversity management practices can reinforce the exclusion of individuals with multiple subordinate