Marjolein Dennissen

129 Discussion this balancing act, as well as when their networking practices are helpful and when they are counterproductive. For instance, practices related to feel-good diversity possibly hinder practices related to equality goals. The deliberate choice of diversity networks to emphasize a positive contribution to the organization allows little room for critically questioning organizational practices that produce inequalities. On the other hand, I also highlighted how diversity networks can strategically use their added value to the organization in order to gain legitimacy. Thus, diversity networks can “adopt a strategic pose in the presence of the powerful” (Scott, 1990 as cited in Ybema & Horvers, 2017, p. 1237) and employ their legitimate position to address discrimination and inequality with organizational management. By means of a practice-based approach toward diversity networks, I was able to shed light on the processes of networking for equality. As a collective, diversity networks have the potential to contribute to organizational equality. However, it is important to grasp how they are doing this because their networking practices can either normalize or dismantle the status quo. Networking practices are never neutral activities and have an impact on power and privilege as they can serve certain interests at the expense of others ( Janssens & Steyaert, 2019; Nicolini, 2012). Reconceptualizing diversity management practices as real-time sayings and doings, a practice-based approach can reveal how diversity management practices interact with or are reinforced by other organizational practices, such as decision-making practices, strategy making practices, or leadership practices with either beneficial or detrimental effects for organizational equality ( Janssens & Steyaert, 2019). Thus, the emphasis on practices allows for theorizing the dynamics between diversity, equality, inequality, and practicing ( Janssens & Steyaert, 2019). As such, it holds the promise of providing a more comprehensive understanding of how diversity management practices that set out to counteract inequalities in organizations end up sustaining these inequalities. Contributions to practice This dissertation shows that diversity management is a complex Herculean task that entails much more than managerial enthusiasm and good intentions (Prasad &Mills, 1997). Currently, many organizations tend to see diversity management as an add-on job that requires no additional skills or knowledge other than some affinity with the topic of diversity. Thus, in practice, diversity and its management is too easily seen as “doable” (Prasad & Mills, 1997, p. 11) and quite straightforward to fix. Doable diversity management is also reflected in step-based self-help guides to set up diversity networks in organizations (e.g., Catalyst, 1999; Stonewall, 2005). Diversity networks fit well with the idea of doable diversity management because they are led by employees and are relatively easy for organizations to implement (Benschop et al., 2015). Although these employees are passionate volunteers with much enthusiasm and good intentions, they remain volunteers doing diversity work outside of their regular