Embracing Diversity: The Institutionalization of Affirmative Action as Diversity Management at UC-Berkeley, UT-Austin, and UW-Madison

Abstract

While affirmative action in universities is the subject of extensive empirical scholarship, little research has been conducted on the role of university officials in crafting, defending, and transforming race-based affirmative admissions. Through forty-five in-depth interviews with thirty-nine admissions officials and top administrators at three selective public universities between 1999 and 2004, this study uncovers how a near-consensus in favor of race-based affirmative action has emerged among these players. Whereas scholars, citizens, and activists debate the morality and legality of race-based affirmative action as an equal opportunity policy, admissions decision makers have come to view race-based affirmative action in addition as a central, diversity management technique. This article claims that interest group capture theory and judicial implementation theory are insufficient to explain the diversity consensus. I suggest that neoinstitutional organizational theory has great potential to describe and situate the thought processes leading these key actors to forge this policy transformation.

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