Marjolein Dennissen

42 The Herculean task of diversity networks Methodology To examine how diversity network board members discursively construct the value of their diversity networks, I use a qualitative research strategy. I conducted a multiple case study of five different diversity networks within a financial service organization in the Netherlands (Finance). A multiple case study supports the analysis of complex and little understood phenomena within real-life, organizational contexts (Eisenhardt & Graebner, 2007; Yin, 2009). A multiple case study allows for multiple methods of data collection, which can be compared and contrasted in order to identify ambiguities and contradictions in the data. This provides in-depth insights in different networks, including networks that have not been studied before. I selected this organization as it accommodates different diversity networks, a women’s network, an ethnic minority network, an LGBT network, a network for disabled employees and a network for young employees (age 18-35), which allows a comparison of these networks. Case description and data collection I collected my data in an organization located in a large Dutch city, employing 20,000 people. In Table 2, an overview is presented of the composition of the workforce in terms of diversity 2 . Table 2. Composition of the workforce in Finance Group Percentage Women (overall) 48,0% Women (top) 30,0% Ethnic minorities 16,0% LGBTs 6,0% Disabled employees 1,4% Age 20-29 7,5% Age 30-34 14,5% This chapter is based on 30 in-depth interviews with former and current diversity network board members (18 women and 12 men between 26 and 59 years old). An overview of the respondents can be found in Appendix 1. I selected network board members for two reasons: as board members they communicate the value of their diversity networks both to potential members and to the organization for resources and support, and they are responsible for the actions and activities of their diversity networks. As such, the board members are the de facto leaders of their networks. 2 Source: Diversity magazine of Finance (2014).