Different contexts matter on different levels: plea for a deeper understanding of (responding to) (board) diversity

Many studies on workforce and board diversity focus on one isolated research level. Thus, they risk to fail by abstracting from other relevant contexts which are necessary to fully understand the impact of diversity. In our view, a multi-level examination of diversity research is important for understanding the dynamics between the different levels and forms of diversity in and beyond organizations. Accordingly, we develop a conceptual heuristic for discussing an intersectional framework for multi-level research on diversity (management). We show that diversity, particularly actual and perceived human capital diversity, is not given, but the effect of diverse practices. With this in mind, contexts become very important. Secondly, we distinguish different forms of diversity and their intermediations. Thirdly, we introduce a framework for a multi-level research approach. We then discuss the different approaches to responding to diversity on different (organizational) levels. Finally, we draw a short conclusion and identify further research perspectives