Fair Future

An effective and appreciative approach to diversity (especially with regard to cultural backgrounds, age, and gender) is an important factor for innovation, competitiveness, and resilience in the heterogeneous European society during and after the Corona crisis (Genkova et al., 2019; European Commission, 2021b). Diversity management is generally used by organizations to reduce discrimination and promote synergy and creativity through productive intergroup relationships. However, perceived threats to health, decreases in intergroup contact, and the prevalence of xenophobic, fear-inducing narratives have partially altered the perspectives and motives of participating individuals on diversity in the Corona pandemic (Ellingrud et al., 2020). The applicant's findings suggest that instrumental beliefs regarding diversity (diversity beliefs) were less relevant to many individuals in the first year of the Corona pandemic, whereas subjectively perceived threats, prejudice, and authoritarianism affected intergroup relations with greater intensity (Genkova & Schreiber, 2020). Meanwhile, individuals with diversity characteristics (especially migration background, women, and older employees) experience even greater disadvantage. Reasons for this include overrepresentation in vulnerable industries, reduced resources to bypass restrictions or to adapt, and new forms of bullying, e.g., exclusion from digital meetings (cf. Milliken et al., 2020). The European Commission's report on the consequences of the Corona pandemic thus concludes that the basic conditions for diversity management in Europe have changed permanently (European Commission, 2021c). As a result, companies and institutions are faced with challenges to develop new approaches and paradigms in order to ensure appreciation and efficiency in a sustainable manner. First reports on this issue show that many actors are already trying to counteract deteriorating intergroup relations and disadvantage (Ellingrud et al., 2020; European Commission, 2021c). Yet, an extensive study of European companies revealed that classic diversity management tools often fail to adequately address the changing lifestyles, motives, and perspectives behind divisive and radicalizing tendencies (Ellingrud et al., 2020).

Subsequent to previous crises (e.g., refugee crisis), xenophobia and separationist tendencies in Central and Western Europe and America diminished only after several years, but sometimes even remained (Hofmann, 2016). Thus, it is likely that many of the ongoing challenges will persist over the long term. Until now, diversity research has not been able to comprehensively and holistically capture these changes in Europe, analyze them culturally sensitive, or derive practical solutions. Simultaneously, the challenges faced by companies in Europe vary, meaning that existing findings from Germany or the U.S. cannot be easily transferred to Central and Southeastern Europe (Genkova, 2019). For example, political and organizational responses as well as economic and social consequences of the Corona pandemic vary, in addition to demographic conditions (e.g., emigration as a challenge in Eastern Europe; European Commission, 2021c).