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Journal Article 1: Mor Barak, M. E., Cherin, D. A., & Berkman, S. (1998). Organizational and personal dimensions in diversity climate: Ethnic and gender differences in employee perceptions. Journal of Applied Behavioral Science, 34(1), 82-104.

Abstract: This article reports results from an organizational evaluation examining gender and racial/ethnic differences in the diversity perceptions of 2,686 employees of an electronics company located in a multicultural community. Based on social identity and intergroup theories, the authors explore employees’ views of the organizational dimension as well as the personal dimension. A factor analysis of the 16-item diversity perceptions scale uncovered four factors along the two hypothesized dimensions: Fairness and Inclusion factors comprising the organizational dimension and Diversity Value and Personal Comfort factors comprising the personal dimension. The analysis revealed that Caucasian men perceived the organization as more fair and inclusive than did Caucasian women or racial/ethnic minority men and women; Caucasian women and racial/ethnic minority men and women saw more value in, and felt more comfortable with, diversity than did Caucasian men. The article discusses implications for practice and future research.

Journal Article 2: Gonzalez, J. A. (2010). Diversity change in organizations: A systemic, multilevel, and nonlinear process. Journal of Applied Behavioral Science, 46(2), 197-219.

Abstract: Diversity change in organizations is described as a systemic, multilevel, and nonlinear process. Its systemic nature highlights the role of the environment and suggests a holistic approach to diversity change incorporating demographic and diversity-related cultural and political change. Multilevel issues illustrate the importance of configuration effects. Also, the nonlinear nature of diversity change shows its path dependency and its potential to spiral up or down across recurrent cycles. An integration of these three characteristics suggests that diversity change leads to the emergence of positive outcomes and unintended adverse side effects, which can cause it to gain upward or downward momentum or lead to inertia. These include intergroup relations outcomes (segregation, marginalization, assimilation, and integration), reactions to diversity change (resistance, cynicism, apathy, and commitment), and communication outcomes (silence and destructive or constructive voice). Implications for the study and management of sustainable diversity change in organizations are discussed.

Journal Article 3: Mike, O. (2010). Social justice: Alive and well (Partly) in social work practice? International Social Work, 54(2), 174-190.

Abstract: This research with social work practitioners explores ways in which social justice ideas are reflected at different levels of social work practice. Social justice is actively drawn on in practice, but primarily at the level of daily practice and is less actively utilized at the macro level of change.

Journal Article 4: AlpMa’seb, H., Aklhurinej, A., & Alduwaihi, M. (2013). The gap between theory and practice in social work. International Social Work, 58(6), 819-830.

Abstract: The gap between theory and practice in social work has been the subject of considerable debate over recent years. This study aims at exploring the reasons for the gap between theory and practice in Kuwait, and the most significant reason for this gap. A convenient sample of 342 participated from different institutions. The results showed that the major reasons for the gap were job challenges and requirements, followed by curriculum, job description, and self-development. Results also showed significant differences between gender, type of university, major of the participants, and the institutions in which the participants work.