Visualising Transformation Strategies for Navigating Organisational Change Dynamics: A Case Study of Resource Management in a Japanese Corporation

Abstract

Diversity management is an important topic in today’s business world perspective of human resource management; however, it is difficult to align diversity management with the bottom line because it requires investments, contributions, and resources that do not return to the bottom line in the short term. In addition, the lack of a clear method for evaluating effectiveness makes it difficult to make preliminary estimates and decisions regarding strategy implementation. Currently, diversity, quality, and inclusion (DEI) research is being conducted worldwide, and a few drastic solutions have been proposed. This study focuses on the implementation of DEI promotion strategies in companies and explores methods to explain the impact of such strategies in the field. This study provides a way to explain the value of strategies such as DEI, for which quantitative evaluation methods have not yet been established to activate organizational transformation projects in the workplace. It also provides tools to support middle managers who implement strategies in their organisations.

Keywords: Diversity Equity and Inclusion, DEI, Micro-Meso-Macro Loop, Diversity Management, Value Creation

DOI: 10.54941/ahfe1005107