ABSTRACT
There is little literature focusing on the people who do diversity work. This might be because within the diversity management (DM) paradigm, with the business case at the centre, the role of senior and middle managers is seen as more critical to policy implementation and effectiveness. Refl ecting this philosophy, the growing body of UK-based research on DM tends to investigate organizational policy and practice, particularly in relation to the role of managers in implementation (Cornelius, Gooch et al 2000; Maxwell, Blair et al 2001; Maxwell 2004; Foster and Harris 2005). Nevertheless, it is clear that diversity practitioners play a central role in policy development and implementation (Lorbiecki 2001; Kirton, Greene et al 2007).
