Inclusion, exclusion and ambiguity – The role of organisational culture

Abstract

Describes case studies of three organisations, exploring the role of organisational culture as a framework for the inclusion and exclusion of actual and potential organisational members. To explore common understandings of culture, methods included: repertory grid, group discussions, documentary evidence, discussion with informants, and observation and reflection by the author. Both the culture‐as‐variable and culture‐as‐metaphor perspectives are used respectively to analyse and interpret the data. A number of processes were found significant in the promotion or otherwise of diversity. Significant symbols in each organisation are explored, and theoretical and practical implications are discussed in relation to managing diversity.

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