Marjolein Dennissen

18 The Herculean task of diversity networks Overall, the current research on women’s networks and their effects presents a fragmented field with ambiguous results. No agreement currently exists on whether women’s networks are beneficial or detrimental and for whom: individual members, women as a group, or the organizations facilitating these networks. Nevertheless, the literature emphasizes the effects of women’s networks on the career development of individual women. Additionally, women’s networks provide members with support, and the possibility to fulfill a consultancy function advising organizations on diversity- or gender-related issues. Ethnic minority networks Few studies have focused on in-company ethnic minority networks. These studies are largely based on surveys carried out in a US context. The emphasis is on the importance of networks for ethnic minority employees as a group. Based on the survey results of a study of 13 different ethnic minority networks within a large US company (N = 1583), Friedman and Craig (2004) identified several reasons why employees join ethnic minority networks. The main reasons for joining are based on their social identity; that is, employees join because they identify with this particular social identity group and want the expected benefits such as career development. Contrary to the fear of managers that these networks would become oppositional, Friedman and Craig found that membership is not driven by radical activism or workplace dissatisfaction. Based on a survey of HR managers at 209 US Fortune 500 companies, Friedman (1996, 1999) stated that ethnic minority networks provide a safe space for ethnic minority employees to meet each other without having to conform to the dominant culture of the organization. In addition, a few studies have focused on the effects of ethnic minority networks on career development. Based on a survey of 397 members of the National Black MBA Association in the US, Friedman, Kane and Cornfield (1998) showed that ethnic minority networks have a positive effect on the perceived career advancement of ethnic minority employees due to, for example, mentoring opportunities. Studies are more ambiguous about the possible effects of ethnic minority networks for the organization at large. According to aforementioned research, these networks do not diminish discrimination or provide members with much opportunities to foster organizational change. However, networks do provide voice and critical mass and provide the network with a possible advisory and informative function (Friedman, 1996). Furthermore, these networks lead to reduced turnover intentions and more social embeddedness for ethnic minority managers (Friedman & Holtom, 2002). Studies on ethnic minority networks and their effects are even fewer in number, as well as geographically narrower, than those on women’s networks. Overall, ethnic minority networks are predominantly viewed as beneficial for ethnic minorities as a group by establishing and strengthening the contacts between ethnic minority employees within their organizations. These contacts would be valuable not only for decreasing social isolation but also for mentoring opportunities, which in turn leads to perceived career advancement. Similar to women’s