On Valuing Women: Advancing an Intersectional Theory of Gender Diversity in Organizations

Abstract

In recent years, a proliferation of research has supported the “business case” for diversity, in which scholars collect empirical data to demonstrate a relationship between the demographics of employees and organizational financial performance. However, the business case is only one way—and, we argue, the wrong way—of valuing the presence of women in business. In this manuscript, we focus on gender lens impact investing to interrogate the epistemic assumptions underlying the business case for diversity, and suggest that these assumptions have the potential to strengthen the very power structures that have historically excluded and marginalized many women. We then present an alternative: an intersectional theory of gender diversity. We argue that intersectionality requires diversity initiatives in organizations to include both the recognition of the interactions of multiple forms of identity and marginalization and as well as the goal of dismantling the structures and practices that contribute to marginalization. This approach can be adapted to a range of organizational and industry contexts, and it will need to be thoughtfully applied in order to be effective in promoting gender equitable workplaces.