Abstract for: The Dynamics of Diversity, Equity, and Inclusion Practice Adoption

Despite the widespread adoption of Diversity, Equity, and Inclusion (DEI) initiatives in corporate America, significant disparities persist in the representation, compensation, and treatment of women and racial minorities. This research employs a qualitative dynamic modeling approach to analyze the complexities of DEI practice implementation within organizations. I conducted a scoping review, focusing on longitudinal and experimental designs to identify key mechanisms influencing the outcomes of DEI practices. The interplay between organizational processes and individual cognitive and behavioral responses can be illustrated via reinforcing and balancing feedback loops that I map onto a causal loop diagram. I identify 10 reinforcing loops from the literature that represent consequences of DEI practice implementation. While certain DEI practices may inadvertently trigger reinforcing loops that perpetuate inequality, others may trigger unintended consequences that amplify the goal of DEI efforts. By mapping DEI practices and their effects, this study provides a framework for understanding how DEI outcomes can diverge significantly depending on different implementation strategies. It underscores the importance of considering the endogenous feedback effects of DEI initiatives and offers insights into strategic interventions that can disrupt undesirable reinforcing cycles and promote progress toward organizational diversity, equity, and inclusion. AI used for editing the paper