Learning to acculturate, learning for change: Employee networks as communities of practice

As the United States becomes increasingly diverse, institutions and organizations are investigating strategies to not only increase organizational diversity, but also to create environments that support employees from under-represented groups as well as promote effective interactions across groups. Often, for many organizations, increasing organizational diversity simply means increasing the number of individuals from under-represented groups without clear ideas of how to create an environment that supports and values diversity. Failure to successfully integrate under-represented groups within an organizational setting can result in higher turnover rates as well as decreased morale, productivity and the potential for lawsuits. Affinity groups, also known as employee networks are one tool organizations use to provide support, as well as a voice, to minority employees. This dissertation uses a case study approach in order to examine the roles employee networks play in one for-profit organization. Data used in this study included a survey, interviews and organizational documents. Using Schein‘s (1992; 2010) three levels of culture and Wenger‘s (1998) communities of practice frameworks, I examined the organization‘s culture and how six employee networks functioned within this organization. Networks were able to support broader diversity initiatives within the organization as well as support members in acclimating not only to the organization, but to the city and the state. Networks provided the opportunity for professional development for their members but also facilitated learning opportunities for the broader employee base