Marjolein Dennissen

38 The Herculean task of diversity networks understand organizations and their [diversity] management” (Alvesson & Deetz, 2000, p. 10). A critical diversity perspective allows an analysis of the value of diversity networks for organizational equality as a key goal for diversity management that goes beyond numerical diversity. In line with critical diversity studies, I study diversity networks as a vehicle for greater organizational equality conceptualized as the systematic parities in power and control over goals, resources, behaviors, agendas, cultures and outcomes (Acker, 2006). The aim of this study is to gain a better understanding of how diversity networks contribute to equality by examining how diversity network board members discursively construct the value of their networks against the backdrop of discourses on diversity and equality. Capturing the board members’ constructions of the value of their diversity networks demonstrates how they legitimize the existence and functioning of their networks in their organization. I provide a fine-grained analysis of the contradictory discursive practices and show whether and how the networks address organizational inequalities, and how their constructions vary across different networks. These insights will provide a more comprehensive understanding of how diversity networks help or hinder organizational equality. I contribute to the theory and practice of diversity network studies in two ways. First, I show the ambiguities and contradictions in the legitimating discourses that simultaneously produce and counteract equality. This means that diversity networks sometimes tame diversity instead of changing the status quo. Second, drawing on theories fromnetwork studies, diversity studies and gender studies, I develop a three-level framework to theorize the value of different diversity networks for equality in organizations. By doing so, I show that the contribution of diversity networks is limited when these networks only address the individual and group levels of equality and leave inequalities at the organizational level unchallenged. Theoretical framework Networks in organizations The popularity of diversity networks in organizations is based on the widespread idea that involvement in networks presents an important career management strategy. Ample studies have shown that successful networking is associated with positive career outcomes such as job opportunities, promotions, higher wages, influence and status (e.g., Borgatti & Foster, 2003; Granovetter, 1973; Kilduff & Brass, 2010; Mehra et al., 1998). Networks are considered to enhance and strengthen social ties which increases satisfaction, social support and embeddedness, and lowers the risk of isolation (Bagilhole & Goode, 2001; Forret & Dougherty, 2004). As such, networks are seen as valuable on both a resource level (i.e., access to information, other networks and decision-makers) as well as a relational level (i.e., support, trust and solidarity) (Nahapiet & Ghoshal, 1998).