Marjolein Dennissen

138 The Herculean task of diversity networks networks, research on other diversity management practices has a predominant focus on the individual level: how do diversity training, mentoring, and task forces advance the career development of historically marginalized social groups (e.g., Kalysh et al., 2016; Ragins, Cotton & Miller, 2000; Verbeek & Groeneveld, 2012). Accounting for the group and organizational levels would contribute to better insights about whether and how these practices contribute to organizational equality. Third, it is important to continue research on the (re)design and implementation of diversity management practices that allow for both privilege and multiple intersecting categories. The complexity of multiple categories, inequalities, and their intersections require ongoing reflection processes. Despite the preliminary suggestions, putting intersectionality into practice remains a true challenge for diversity scholars (Benschop et al., 2015; Rodriguez et al., 2016; Verloo, 2006). In particular, addressing privilege will not be an easy task, but starting these conversations is indispensable to advance awareness of intersectionality, intersectional marginalization, and the implications for equality and social justice (Atewologun & Sealy, 2014). In Chapter 3, I suggest that the concept of privilege work may be helpful (Scully et al., 2017). Privilege work entails an ongoing reflection on one’s privileged status, as well as the relationship to the underprivileged (Scully et al., 2017). Such reflections may raise the awareness of privilege, the acceptance of being privileged, and, moreover, the process of owning up to privilege (Scully et al., 2017). Yet, how privilege work could be implemented in organizational diversity management needs further exploration. Lastly, the theoretical conception of practices opens up various new avenues for future research ( Janssens & Steyaert, 2019). A practice perspective has shown that the social world consists of a nexus, or bundle, of practices: a practice never stands alone and is always related to other practices (Nicolini, 2012; Schatzki, 1996; Yanow, 2006). The focus on standalone diversity management practices overlooks that these practices are implemented in a dynamic organizational environment, possibly with other diversity management practices (training, mentoring, and diversity networks), as well as management practices such as decision making practices, strategy making practices and leadership practices ( Janssens & Steyaert, 2019). These organizational practices can be both equality-reinforcing practices and inequality-reinforcing practices. For example, managers displaying happy diversity could be seen as an inequality- reinforcing practice that influences diversity management practices. To date, little is known about these bundles of practices and how a specific diversity management practice is connected with other inequality-(re)producing practices (Dobusch, 2014; Holck, 2016; Janssens & Steyaert, 2019). More insight is needed into how different organizational practices mutually reinforce or counteract each other (Van den Brink, 2017). A practice-based approach is a promising new theoretical lens to explore the complexity of diversity and its management in organizations.