International Journal of Hospitality Management 94 (2021) 102864

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International Journal of Hospitality Management

journal homepage: www.elsevier.com/locate/ijhm

Walking the talk in diversity management: Exploring links between

strategic statements, management practices, and external recognition
Ashokkumar Manoharan a, *, Juan M. Madera b, Manisha Singal c
a
College of Business, Government and Law, Flinders University, Adelaide, SA, 5001, Australia
b
Conrad N. Hilton College of Hotel and Restaurant Management, University of Houston, United States
c
Pamplin College of Business, Virginia Tech, 295 West Campus Drive, Blacksburg, VA, 24061, United States

A R T I C L E I N F O A B S T R A C T

Keywords: Despite a link between external recognition for diversity management and important financial outcomes, very
Diversity management little research has examined the organizational efforts that can lead to such external recognition. To address this
Strategic statements gap, this study examines the links between strategic diversity statements, diversity management practices, and
Diversity practices
external recognition of diversity using the theoretical lenses of the resource-based view (RBV) and institutional
External recognition
Fortune 1000 firms
theory. Data on diversity statements and practices were collected from 27 Fortune 1000 companies, and, using a
time-lag approach, external recognition data were collected from professional organizations one year later.
Results show that organizations that “walk the talk” and institute both diversity statements and practices were
more likely to gain external recognition. This study provides timely and practical recommendations for hospi­
tality firms to integrate diversity statements with diversity practices, a process that may lead to external
recognition and thus to favorable outcomes.

1. Introduction management practices, such as diversity committees, diversity councils,

Current world events stemming from movements such as Black Lives
Matter have brought diversity to the forefront of business and social
discourse. Corporate America has stepped forward, re-examined its
policies and practices, and committed resources to diversity and inclu­
sion in the workplace (Hessekiel, 2020), recognizing their social and
business value (Hunt et al., 2015). CNBC reports that 40 % of S&P 500
companies discussed diversity, equality, and inclusion during their 2020
s-quarter earnings calls, up significantly from last year (Stevens, 2020).
In addition, companies invest $8 billion annually on diversity and in­
clusion training, and nearly 50 % of US organizations plan to offer di­
versity and inclusion training in the future (Carter et al., 2020).
Past research has shown that diverse employees are a competitive
advantage (Dass and Parker, 1999). This is especially true in the context
of the hospitality industry, which is labor intensive, caters to diverse
customers from all over the world, and experiences high labor turnover
(Madera, 2013). To achieve sustainable competitive advantage and
maximize the positive outcomes related to workforce diversity, almost
98 % of companies, based in the US, have a diversity program. As far
back as 2011, a Society for Human Resource Management study found
that 21 % of companies reported using a variety of diversity
and diversity advisory boards. Among organizations with these types of
diversity management practices, 72 % reported that these groups were
used to help augment their organization’s business efforts. It must be
noted that 13 % of organizations reported having staff dedicated
exclusively to diversity. Globally, 55 % of organizations in a study by
Society for Human Resource Management reported their organizations
“strongly promote” Diversity and Inclusion (Gehrels and Suleri, 2016).
Stronger business performance can be achieved through more signifi­
cant investment in diversity management practices (Singal, 2014).
To leverage and showcase their investment in diversity management,
organizations often use external recognition as a measure of success. For
example, a widely used practice is to benchmark against other organi­
zations considered leaders in diversity management, such as those
included on DiversityInc’s annual list of “The 50 Best Companies for
Diversity,” Fortune magazine’s “Top 50 Companies for Minorities,” or
the Human Rights Campaign’s “Best Places to Work for LGBTQ
Equality.” Research shows that external recognition for diversity pays
off for organizations. Specifically, receiving external recognition for
diversity has been linked to strong financial performance via conscious
efforts to build a positive reputation to signal a competitive advantage to
stakeholders (Cook and Glass, 2014; Richard et al., 2013; Roberson and

* Corresponding author.
E-mail addresses: ashokkumar.manoharan@flinders.edu.au (A. Manoharan), jmmadera@uh.edu (J.M. Madera), msingal@vt.edu (M. Singal).

https://doi.org/10.1016/j.ijhm.2021.102864
Received 4 September 2020; Received in revised form 31 December 2020; Accepted 10 January 2021
Available online 29 January 2021
0278-4319/Crown Copyright © 2021 Published by Elsevier Ltd. All rights reserved.
A. Manoharan et al.
Park, 2007).
Despite a link between external recognition for diversity and
important financial outcomes, very little research has examined the
antecedents and organizational efforts that can lead to this external
recognition. That is, what do organizations do to gain external recog­
nition for diversity? Using Yang and Konrad’s (2011) model of diversity
management, we propose that linking both strategic diversity state­
ments (henceforth, diversity statements) and diversity management
practices is related to external recognition for diversity—“walking the
talk” is the way to receive recognition. Yang and Konrad’s model of
diversity management is grounded in resource-based view (RBV) and
institutional theory, which suggest that organizational motivation to
invest in diversity management starts with corporate strategy. A strategy
is defined as “a set of goal directed actions a firm takes to gain and
sustain superior performance relative to competitors and can act as a
guiding policy to address the competitive advantage” (Rothaermel,
2019, p. 4). Thus, hospitality firms seeking to implement diversity
management start by including diversity as an agenda item in their
corporate strategic statements, which helps them formulate policies
toward diverse employees and external stakeholders. A clear diversity
statement can guide diversity management practices and the positive
outcomes of such practices (Thomas, 2004). Diversity management is
planning and implementing organizational systems and practices to
manage people, thus maximizing the potential advantages of diversity
and minimizing its potential disadvantages (Cox, 1994). Research shows
that diversity management leads to innovation, strong financial out­
comes (Manoharan et al., 2019), and lower turnover (Richard and
Johnson, 1999), and positively influences group performance and job
satisfaction (Pitts, 2009). Richard and Johnson (1999, p. 89) find that “if
the diversity practices ‘fit’ with the firm’s business strategy, productivity
and market performance are higher than for those firms without ‘fit.’”
While existing research confirms that strategic diversity statements
and diversity management practices can lead to positive organizational
outcomes, the literature has several limitations. First, little is known
about the actual strategic diversity statements that organizations adopt
(Kossek et al., 2005). Instead, the majority of the research has focused on
the antecedents and outcomes of strategic diversity statements (Cook
and Glass, 2015; Friday and Friday, 2003; Richard, 2000; Roberson and
Park, 2007), but not on what they are (i.e., their content). Second,
research on diversity management practices is often micro-level—for
example, it examines the effect of team and work unit demographics, or
the effect of the manager- and employee-perceived diversity climate on
team- and individual-level outcomes (Kalargyrou and Costen, 2017;
Manoharan and Singal, 2017). Third, although some research has been
conducted at the macro or organizational level, much of this has only
focused on the effect of diversity management practices on individual
aspects of firm performance and not on external recognition for diversity
(e.g., Richard, 2000; Richard et al., 2004). In addition, these studies
have often been conducted as silos, creating a gap in understanding
relationships between strategy statements, diversity management
practices, and external recognition for diversity. Lastly, although in­
dustry context matters (Johns, 2018), only two studies have used hos­
pitality organizations to examine external recognition for diversity. Both
were limited to investigating the relationship between diversity man­
agement practices and a single type of external recognition for diversity,
and neither looked at diversity statements (Madera, 2013; Gajjar and
Okumus, 2018).
To address these gaps, we build on Yang and Konrad’s (2011) model
of diversity management to examine (1) the content of diversity state­
ments, (2) diversity management practices, and (3) the links between
diversity statements, diversity management practices, and external
recognition for diversity management. Using Fortune 1000 companies to
select our sample, we identified hospitality-related firms, manually
collected data related to their diversity statements and diversity prac­
tices from their websites, and examined the links between these data and
external recognition, such as any diversity-related awards and accolades
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International Journal of Hospitality Management 94 (2021) 102864
these firms received.
Addressing these gaps is important because gaining a deeper un­
derstanding of the relationship between strategy statements, diversity
management practices, and external recognition for diversity will
benefit both academics and practitioners. For academics, examining the
relationships between strategy, practices, and performance through the
lens of diversity management builds on the tradition of strategic human
resource management (HRM), investigating how practices such as those
for diversity management can be measured and compared between or­
ganizations and linked to strategy and important outcomes (Madera
et al., 2017). For practitioners, there is a need to understand the effects
of diversity management practices on external recognition for diversity,
because hospitality organizations substantially invest in diversity man­
agement to generate reputations for being diversity leaders (Gajjar and
Okumus, 2018; Madera, 2013).
2. Literature review and theory
2.1. Strategic diversity statements
Strategic communication to stakeholders in the form of corporate
website statements benefits organizations in many ways. They help an
organization state priorities that point to its future direction as a firm,
improve performance, and stimulate creative thinking while also
building team expertise by using limited resources effectively (Patterson
and Radtke, 2009). These statements include mission statements, vision
statements, and detailed strategic statements, such as diversity and in­
clusion statements. To promote diversity, organizations often use tools
that include images of ethnically and gender-diverse employees, images
of awards they may have won for diversity, and diversity statistics on
their corporate websites. These statements are essential tools for
communication both inside and outside the organization (Kemp and
Dwyer, 2003; Stallworth Williams, 2008). Companies often aim these
kinds of corporate messages about their ethical and social re­
sponsibilities at external audiences—for example, investors, govern­
ment authorities, the media, and customers—to achieve reputational
gains (Fombrun and van Riel, 2004).
Singh and Point (2006, p. 363) point out that “diversity statements
are important because of their role in the social construction of diversity,
through their discourses helping to shape how differences are to be
considered, valued and managed in companies and the business world.”
Organizations promote diversity through pragmatic legit­
imacy—supporting self-interest and moral legitimacy—and the diversity
and equality procedures they place on their websites and in their di­
versity statements thus shape their diversity climate (Plaut, 2010; Singh
and Point, 2006). In their examination of 241 European companies,
Singh and Point (2006) find that 131 of them justified managing di­
versity and equal opportunities, and that the outcomes of diversity
statements included better performance, better reputation, and a better
climate that met stakeholder needs. Research demonstrates that when
hotels communicate their diversity management activities on their
websites, they reinforce recruitment efforts, build stronger relationships
with suppliers, and create a better corporate social responsibility (CSR)
image, which leads to new markets (Gröschl, 2011) and boosts company
competence, cultural learning, talent management, recruitment, and
creativity (Singh and Point, 2006). Recognizing this, Holcomb et al.
(2007) examine CSR patterns and find that among the top ten hotel
companies globally, 60 % had specific diversity policies. This line of
research thus clearly demonstrates the importance of strategic diversity
statements. However, research has yet to explore the content of diversity
statements, which led us to formulate Research Question 1: What is the
content of diversity statements in hospitality companies?
2.2. Diversity management practices
Strategic diversity statements should translate into diversity
A. Manoharan et al. International Journal of Hospitality Management 94 (2021) 102864

management practices. For the purpose of this paper, diversity and di­
versity management includes all stakeholders, such as employees, cus­
tomers, owners, and suppliers, and is defined as “the distribution of
differences among members of a unit with respect to a common attri­
bute” (Harrison and Klein, 2007, p.1200). While organizational research
has predominantly focused on employee diversity management
(Roberson, 2019), recent research has begun to examine the diversity
management of other stakeholders (Richard et al., 2013). Diversity
management programs take a variety of forms, the critical components
of which include initiatives to recruit, promote, and retain a diverse
group of employees (Jayne and Dipboye, 2004).
Diversity management plays a crucial role in the hospitality and
tourism industries, where interacting with and providing services to
diverse customers is a salient feature compared with other industries
(Singal, 2014). Thus, it is important that diversity management pro­
grams signal an organizational commitment to recruit, retain, reward,
and promote a heterogeneous mix of productive and committed workers
(Ivancevich and Gilbert, 2000). Wilson and Iles (1999) argue that the
paradigm of managing diversity is internally driven and based on
organizational objectives, and the diversity management agenda is an
investment in organizational goals.
Madera (2013) identifies seven categories of diversity management
practices—corporate diversity council, diversity training programs,
supplier diversity, employee networking and mentoring, cultural
awareness, support for women, lesbian, gay, bisexual, and transgender
(LGBT) network programs, and same-sex benefits—in the top
service-oriented companies cited by DiversityInc in the United States
(US). The author contends that the hospitality industry should be able to
increase and sustain a diverse workforce at all levels through these
practices (Madera, 2013). Further, Gajjar and Okumus (2018) identify
three additional practices: veterans’ benefits, disability benefits, and
intergenerational benefits. In the context of small- and medium-sized
hotels, scholars have often noticed that diversity management assumes
an informal nature, especially in recruitment, training and development,
and performance appraisal (Manoharan et al., 2014). However, these
studies have limited their samples to organizations that have received
only one type of external recognition, thereby creating a need to further
explore the content of diversity management practices. To address this
gap, we formulated Research Question 2: What are the diversity man­
agement practices used by hospitality companies?
2.3. Theoretical underpinnings
(2011) model suggests that when diversity is perceived to be highly
relevant to firm strategy, managers are motivated to adopt diversity
practices more comprehensively to acquire and exploit this valuable
resource.
From the institutional theory perspective, institutions are defined as
the cognitive, normative, and regulative structures and activities that
give stability and meaning to social behavior (Scott, 1995). Cognitive
institutions include cultural and ethical positions such as inclusivity;
normative institutions include social and professional norms; regulatory
institutions include laws and regulations (Scott, 1995, 2013). To meet
the expectations of these institutions, three forms of pressure are applied
to organizations: (1) coercive institutional pressures, which are the
formal pressures that external bodies exercise through law and legisla­
tion, such as Equal Employment Opportunities and Affirmative Action;
(2) normative institutional pressures, which are based on the norms of
the local society (Scott, 2013); (3) and mimetic institutional pressure,
which is the force of uncertainty in the environment encouraging or­
ganizations to imitate the practices of their peers to gain legitimacy
(DiMaggio and Powell, 1983). Therefore, institutional theory suggests
that organizations may adopt diversity management practices not just
due to external pressures such as regulations, but also to meet prevailing
social and professional norms (Yang and Konrad, 2011).
Both RBV and institutional theory have been applied in the hospi­
tality literature in several contexts. For example, Pera et al. (2019) use
institutional theory to examine Airbnb bookings, while Soares et al.
(2020) use institutional theory to examine technology adoption. Sus­
skind et al. (2014) use institutional theory to understand individuals’
attitudes, beliefs, and perceptions toward affirmative action. Similarly,
Ružić (2015) employs RBV to examine HRM practices in hospitality,
while Sun and Lee (2018) refer to RBV in their study on franchising.
Regarding diversity management, only a handful of studies have
deployed these theories, despite their broad explanatory power, as dis­
cussed above. RBV is used to understand the recruiting and hiring of
individuals from minority populations (Houtenville and Kalargyrou,
2012), and how hospitality firms can achieve competitive advantage
through disability-related inclusive initiatives (Kalargyrou, 2012).
Table 1 lists recent studies that have used RBV and institutional theories
in the hospitality context.
Table 1
Resource-based view and institutional theory in hospitality and tourism
literature.

Although the aforementioned literature on strategic diversity state­ Theory Research themes Empirical evidence from
hospitality and tourism
ments and diversity management practices shows the positive outcomes
literature
of formulating a strategic diversity statement and implementing it in
practice, much of this research has examined these elements in isolation. Workforce diversity and Houtenville and Kalargyrou
diversity management Practices (2012); Kalargyrou (2014)
However, in practice, strategy and practices are interconnected. Yang Strategic HRM and HRM Gannon et al. (2015); Ružić
and Konrad (2011) propose a diversity management model grounded in practice (2015)
both RBV and institutional theory. RBV suggests that an organization’s Business strategy and González-Rodríguez et al.
motivation to invest in diversity management may stem from economic performance (2018)
Corporate Andreu et al. (2010); Song
gain, such as the gains that external recognition can provide, whereas Resource-
strategy—diversification and Kang (2019)
institutional theory suggests that the motivation to invest in diversity based view
Global strategy –
de Correia et al. (2019); Sun
management is derived from pressure exerted by government regula­ Internationalization of hotels,
and Lee (2018)
tion, legislation, and the institutional environment. Franchising
According to RBV, “firm resources include all assets, capabilities, Elhoushy et al. (2019);
Revenue management
Espino-Rodríguez and Lai
organizational processes, firm attributes, information, and knowledge outsourcing and outsourcing
(2014)
controlled by a firm that enable the firm to conceive of and implement Hotel eco-innovation practice Wang et al. (2020)
strategies that improve its efficiency and effectiveness” (Barney, 1991, Airbnb booking Pera et al. (2019)
p. 101). Resources play a vital role in planning and implementing pro­ Attitudes and perceptions
toward affirmative action Susskind et al. (2014)
cesses for a firm’s strategy (Yang and Konrad, 2011), and result in
programs
competitive advantage (Barney and Clark, 2007). A firm’s competi­ Institutional
Technology adoption Soares et al. (2020)
tiveness can be improved by a diverse workforce, as this is a valuable, theory
De Grosbois (2016); Lee
CSR
rare, and inimitable resource (Richard et al., 2004). Research shows that et al. (2018)
workforce diversity leads to stronger performance when organizations Dolores Lopez-Gamero et al.
Environmental management
(2011)
pursue an innovation strategy (Richard, 2000). Yang and Konrad’s

3
A. Manoharan et al.
By integrating RBV and institutional theory, Yang and Konrad’s
(2011) model of diversity acknowledges the value of diverse employees
as an inimitable resource, and requires effective business strategies and
diversity management practices to execute the goals of diversity stra­
tegies. Based on logic derived from both RBV and institutional theory,
we posit that strategic alignment—when strategic diversity statements
are translated into diversity management practices—relates to the
question of how likely an organization is to reap the benefits of diversity
through external recognition for its efforts, which, in turn, may lead to
positive outcomes such as employee retention and customer loyalty.
Based on RBV and institutional theory, we thus developed Research
Question 3: Are organizations that communicate both diversity strategy
statements and management practices more likely to receive external
recognition for diversity compared with organizations that do not
communicate diversity strategy statements and diversity management
practices?
3. Methodology
To evaluate (1) the content of diversity statements, (2) diversity
management practices, and (3) the nature of the link between diversity
statements, diversity management practices, and external recognition
for diversity, we employed a textual qualitative approach. Qualitative
research offers a holistic view of the occurrences under investigation
(Bogdan et al., 1975; Patton, 1980), and compared with quantitative
research, it offers flexibility in terms of data collection, analysis, and
interpretation of collected data (Matveev, 2002). It is useful for
exploratory and explanatory purposes (Marshall and Rossman, 1995).
Thus, a qualitative approach that explores the links between diversity
statements, diversity management practices, and external recognition
for diversity was deemed suitable for this study.
3.1. Sample and data collection
For our sample, we selected companies from the Fortune 1000 list in
the hotels, restaurants, and leisure sector. Fortune 1000 companies are
the largest US companies that operate globally, often considered leaders
in their field, and the Fortune 1000 list has been used in several studies
as a sample source (Parola et al., 2015; Richard et al., 2013). We iden­
tified a total of 27 Fortune 1000 firms in the hospitality sector (see
Table 4). Data on diversity statements and diversity practices were
gathered from these companies’ websites in 2017. Practices and polices
often take time to translate into outcomes, especially when they relate to
employees; therefore, to factor in the time lag, data for external recog­
nition were collected in 2018 and 2019. Thorough Google and second­
ary site searches were conducted to identify recent diversity awards or
recognition that the sample firms had received.
3.2. Analysis
We used thematic analysis to understand the diversity statements
and practices communicated by the selected hotel, restaurant, and lei­
sure firms. Thematic analysis is a suitable method for textual data, as it
offers “flexibility” and is able to “usefully summarize key features of a
large body of data, and/or offer a ‘thick description’ of the data set”
(Braun and Clarke, 2006 p.97). We applied an inductive approach, a
bottom-up approach that allows the data to direct the process, to the
strategic diversity statements. We applied a deductive approach, a
top-down approach in which the theory directs the process, to the di­
versity practices. We categorized diversity management practices into
seven groups based on analysis performed by Madera (2013). We coded
the data from the companies’ websites and conducted a six-stage the­
matic analysis (Braun and Clarke, 2006), as presented in Table 2.
The study involved a two-step coding process. Step 1: To increase the
validity of this study, one author organized the data manually in a
spreadsheet. The coding categories and definitions were then given to
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International Journal of Hospitality Management 94 (2021) 102864
Table 2
Stage and description of the thematic analysis process.
Stages Description of the thematic analysis process
Stage Firms in the sample were divided equally among the authors, who studied
1: and familiarized themselves with all aspects of the companies’ data
sources, such as websites and annual reports.
Stage Seventy-two initial codes emerged related to the diversity
2: statements. Example codes include “equal opportunity,” “inclusive work
environment,” “value of diversity,” “inclusive workforce,” “color,”
“supporting other local community interests,” and “minority suppliers.”
Based on the theory-driven approach, seven themes (corporate diversity
council, diversity training programs, supplier diversity, employee
networking and mentoring, cultural awareness, support for women,
support for LGBT network programs and same-sex benefits) were related
to diversity management, and 19 new codes emerged related to
diversity practices.
Stage The relationship was identified with each code related to diversity
3: statements, diversity management practices, and codes were combined
into overarching themes. For example, codes such as “diversity,”
“inclusion,” “inclusive,” “inclusiveness,” and “inclusive workforce” were
combined as the theme diversity and inclusion. At this stage, no themes
were rejected.
Stage The themes were then reviewed and refined, resulting in 12 themes
4: based on discussion and deliberation among the authors. In addition,
there were 11 themes for diversity practices based on the theory-driven
approach, yielding a total of 21 themes.
Stage The themes were further defined and refined in Stage 5. The first
5: theme related to diversity statements was divided into six themes: (1)
diversity management practices, (2) organizational culture, (3) diversity
and inclusion as a core value, (4) diversity and inclusion as a strategy, (5)
diversity dimensions, and (6) valuing/support/inclusion for external
stakeholders. The second theme related to diversity practices was divided
into nine themes, including (1) diversity talent management and (2)
disability support. In addition, consistent with the existing literature (
Madera, 2013), we identified seven diversity management practices: (3)
corporate diversity council, (4) diversity training programs, (5) supplier
diversity, (6) employee networking and mentoring, (7) cultural
awareness, (8) support for women, and (9) support for LGBT network
programs and same-sex benefits.
Stage In the final stage, the reports, theme meanings, and evidence with
6: data were finalized and reported (see section 4).
the other author, who independently coded all the transcripts. An in­
dependent scholar was given the anonymized spreadsheets who then
manually calculated the intercoder agreement using the formula (the
number of coding agreements by the number of agreements and dis­
agreements combined) proposed by Campbell et al. (2013). The inter­
coder agreement was above 90 % for both the diversity statements and
the diversity management practices, indicating acceptable agreement
between the coders (Fahy, 2001).
Step 2: To satisfy the purpose of the current study, all authors
independently coded the data to identify the links between diversity
statements, diversity practices, and external recognition. The authors
specifically coded to identify the link between the diversity statements
and diversity practices. For example, if a company’s website mentioned
a supplier diversity strategy, the authors looked for the practices related
to supplier diversity management practices. Coding discrepancies were
very rare, but when they occurred—such as when one coder placed a
company into “connected links” and the others placed that company into
“no links”—the authors discussed them until they reached a consensus.
4. Findings
The purpose of the present study is to explore (1) the content of di­
versity statements and (2) diversity management practices, and (3) the
links between diversity statements, diversity management practices, and
external recognition for diversity management. Consistent with the
objectives of this study, we identified three overarching themes. The
first theme is diversity statements, which has six subthemes. The second
theme is diversity management practices, which has nine subthemes.
A. Manoharan et al.
4.1. Diversity statements
To answer the first research question, we identified six themes
related to diversity statements: (1) diversity management practices,
(2) organizational culture, (3) diversity and inclusion as a core
value, (4) diversity and inclusion as a strategy, (5) diversity di­
mensions, and (6) valuing/support/inclusion for external stake­
holders. Out of the 27 companies, four had no communication available
regarding diversity statements (Las Vegas Sands, Pinnacle Entertain­
ment, Texas Roadhouse, and Buffalo Wild Wings). The findings pre­
sented below are thus based on the remaining 23 companies.
4.1.1. Diversity management practices
All (23) firms had information about their diversity management
practices on their corporate websites. Two companies (Yum China
Holdings and Chipotle Mexican Grill) only disclosed information
regarding equal employment opportunities. The companies that
communicated about diversity management practices emphasized the
presence of diversity in human resources, such as hiring, recruitment,
training, and development and retention. Marriott International (2017)
stated: “we create an inclusive environment that supports the recruit­
ment.” Hyatt Hotels (2017) declared that “continued efforts of Diversity
& Inclusion embed into talent acquisition” and “we must utilize the
diverse talent we have.” Most of the companies emphasized potential
development, including Bloomin’ Brands (2017): “we also ensure that
all existing and potential Team Members have access to training,
development and new career opportunities.” Companies such as
Wyndham Worldwide (2017) specified offering leadership training
(“offers a variety of programs, including leadership training”), and
Cheesecake Factory (2018) proposed providing second-language
training: “We are also piloting a program that provides English as a
Second Language training.”
4.1.2. Organizational culture
Sixteen companies mentioned fostering a supportive organizational
culture for their diverse employees on their websites: McDonald’s,
Starbucks, Marriott International, Hilton Worldwide Holdings, MGM
Resorts International, Darden Restaurants, Yum China Holdings,
Wyndham Worldwide, Hyatt Hotels, Bloomin’ Brands, Brinker Interna­
tional, Cracker Barrel Old Country Store, Scientific Games, Panera
Bread, Domino’s Pizza, and Marriott Vacations Worldwide. Cracker
Barrel Old Country Store (2017) stated that fairness and mutual op­
portunity are at the center of its corporate culture: “At Cracker Barrel
Old Country Store, the ideals of fairness, mutual respect and equal op­
portunity for all people are at the core of our corporate culture and the
driving force behind everything we do.”
Darden Restaurants (2017) stated: “we believe our values and cul­
ture help our team members learn, thrive and grow. In fact, we believe
our culture gives our company a competitive advantage.”
4.1.3. Diversity and inclusion as a core value
Fifteen out of 23 firms characterized diversity as a value on their
company websites. Hilton Worldwide Holdings (2017) declared: “we
will achieve and maintain this status by living our core values; attracting
the best and brightest talent; and valuing and leveraging the diversity.”
Some companies went beyond values: “we truly believe that diversity
goes beyond simply placing value on differences, it’s about taking ac­
tion, promoting teamwork that draws out individual strengths and
reaching out to the communities we serve” (Brinker International,
2017).
Companies also celebrated diversity, with Bloomin’ Brands (2017)
affirming that “embracing and celebrating a diverse and inclusive work
environment enables Bloomin’ Brands to delight our guests and grow
our business over the long term.” Brinker International (2017) cited
valuing and celebrating diversity as one of its favorite philosophies: “We
have a lot of philosophies at Brinker. But this one might be our
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International Journal of Hospitality Management 94 (2021) 102864
favorite—we believe in celebrating the differences that make a good
company great and in leveraging individual strengths to create an
innovative, inclusive and unified team.”
4.1.4. Diversity and inclusion as a strategy
Fifteen out of 23 companies communicated diversity and inclusion as
strategic statements on their company websites. As Marriott (2017)
stated:
Since 1927, Marriott has valued diversity and inclusion. With our
foundation built upon the wellbeing and happiness of our associates,
embracing differences is critical to our success as the largest hospi­
tality company with an ever-growing global portfolio. Diversity and
inclusion are fundamental to our core values and strategic business
goals. Taking care of people and putting their wellbeing above all
else are in our Company’s DNA and our most precious cultural
inheritance.
Hilton Worldwide Holdings (2017) indicated: “our diverse Team
Members in more than 4,600 owned, managed and franchised hotels
across more than 100 countries continue to remind us of the importance
of celebrating diversity and inclusion throughout our company.” Hyatt
Hotels’ (2017) diversity statement on diversity and inclusion indicated
“Hyatt knows that diversity & inclusion significantly enhances the
quality of products and services we provide to our guests and col­
leagues” and emphasized the company’s global business strategy:
We believe the more globally inclusive we are, in terms of culture,
race, ethnic origin, gender, sexual orientation, age, abilities, per­
spectives and styles of thinking, the stronger, more culturally
invested and valued Hyatt will be globally as we continue to care for
people to be their best.
4.1.5. Diversity dimensions
Thirteen out of 23 companies specifically included diversity as
consisting of various dimensions, such as gender, race, ethnicity, sexual
orientation, disability, religion, age, color, cultural background/di­
versity, language, minority, citizenship, national origin, veteran status,
and protected status. Possibly due to compliance issues, Yum China
Holdings (2017) and Chipotle Mexican Grill’s diversity statements
explicitly acknowledged several dimensions of its anti-discrimination
policy:
Chipotle strongly believes that employees and applicants for
employment should be treated without regard to race, color, religion,
national origin, gender, age, marital status, familial status, sexual
orientation, gender identity, status as a domestic violence victim,
disability, veteran status, genetic information, or any other pro­
hibited basis. (Chipotle Mexican Grill, 2017)
Several companies explicitly stated that they saw value in the
different dimensions of diversity:
Our core value as a company is Believe in ALL People. This means
seeing the value in each unique individual and unlocking their full
potential to be their best, authentic self regardless of ethnicity, race,
religion, age, gender or sexual orientation. (Yum Brands, 2017)
Wynn Resorts (2017) specified:
We are a company that recognizes that cultural diversity goes beyond
language, ethnicity, race, religion, gender, sexual orientation, range
of ability and age. We believe in the broad spectrum of human
experience. We believe that amazing things happen when people
from different worldviews work with each other toward a common
goal.
4.1.6. Valuing/support/inclusion for external stakeholders
Eleven out of 23 firms maintained their support for external
A. Manoharan et al. International Journal of Hospitality Management 94 (2021) 102864

stakeholders, which included suppliers (including minority suppliers), Table 3

partners, owners, partners, local communities, and global communities. Summary of diversity management practices and corresponding illustrative
Brinker International (2017) noted in its diversity statement that it cares quotations.
for its communities and suppliers: “We genuinely value diversity in Diversity Companies that Illustrative quotations
people and perspectives. In order to be truly successful, we understand management communicated diversity
the need to embrace diversity among our team members, guests, com­ practices management practices

munities and suppliers.” Marriott (2017) stated that it conducts business Corporate diversity Hyatt Regency, Wynn (1) Leveraging the resources
with over 4,000 diverse-owned companies annually. Starbucks (2017) council Resorts, and Yum Brands we have to create a culture of
inclusion, (2) creating an
indicated that its work environment encourages its partners: “Our
inclusive work environment
welcoming work environment encourages partners to engage with one that makes full use of the
another and make Starbucks a place they look forward to working each contribution of all
day.” Companies described in detail how they serve their local com­ employees, (3) fostering a
munities through financial support and developmental opportunities: workforce that reflects and
embraces the diversity of our
We share our financial success with our communities by donating community, and (4)
developing outside and
one percent of our profits to civic and charitable causes. Specific
vendor partnerships that
portions of that donation are dedicated to supporting minority cau­ support our commitment and
ses, providing our senior citizens with a helping hand and supporting help work toward to a fair
other local community interests. Our employees also give back to the and equal economy. (Wynn
community by volunteering countless hours of service. (Caesars Resorts)
Diversity training McDonald’s, Starbucks, Ensure all team members
Entertainment, 2017) programs Marriott International, understand the business case
Hilton Worldwide Holdings, for Inclusion & Diversity and
Darden Restaurants, Yum how to apply Inclusion &
4.2. Diversity management practices Brands, Wyndham Diversity as a skill set in their
Worldwide, Caesars day to day jobs. (Darden
Entertainment, Hyatt Restaurants)
Of the 27 total companies, nine (Las Vegas Sands, Yum China Hotels, and Brinker
Holdings, Chipotle Mexican Grill, Domino’s Pizza, Pinnacle Entertain­ International
ment, Cheesecake Factory, Texas Roadhouse, Buffalo Wild Wings, and Supplier diversity McDonald’s, Starbucks, Starbucks Supplier Diversity
Marriott Vacations Worldwide) did not communicate anything about Marriott International, Program strengthens our
Hilton Worldwide Holdings, supply chain and serves as a
their diversity management practices. The findings presented below are
MGM Resorts International, critical component of our
thus based on the remaining 18 companies. To answer the second Darden Restaurants, Yum commitment to ethically
research question, we identified two new diversity management prac­ Brands, Wyndham source our products
tices: (1) diversity talent management, and (2) disability support. In Worldwide, Caesars (Starbucks)
addition, consistent with the existing literature (Madera, 2013), we Entertainment, Cracker
Barrel Old Country Store,
identified seven diversity management practices: (3) corporate diversity
and Scientific Games
council, (4) diversity training programs, (5) supplier diversity, (6) Employee McDonald’s, Starbucks, Provides a friendly and open
employee networking and mentoring, (7) cultural awareness, (8) sup­ networking and Marriott International, forum for veterans and
port for women, (9) support for LGBT network programs and same-sex mentoring Hilton Worldwide Holdings, veteran supporters to come
MGM Resorts International, together for networking,
benefits. Because these are replicated themes from the existing litera­
Darden Restaurants, Yum collaboration and the
ture, Table 3 presents the details of the companies and the illustrative Brands, Wyndham sharing of ideas that foster
quotations. Worldwide, Caesars personal and professional
Entertainment, Hyatt development, as well as
4.2.1. Diversity talent management Hotels, and Panera Bread giving back to those who
served and continue to serve.
Diversity talent management includes diversity recruitment, hiring,
(MGM Resorts
retention, development, and planning future talent. Ten companies International)
mentioned diversity talent management policies: Starbucks, Hilton Cultural awareness McDonald’s, Marriott Facilities designed to foster
Worldwide Holdings, MGM Resorts International, Darden Restaurants, International, Hilton an understanding,
Worldwide Holdings, Hyatt appreciation, and
Yum Brands, Wyndham Worldwide, Wynn Resorts, Hyatt Hotels,
Hotels, Yum Brands, and celebration of different
Cracker Barrel Old Country Store, and Boyd Gaming. To increase the Penn National Gaming cultures and encourage
talent pool among youth, Starbucks (2017) has committed to partner participation among
with community-based youth organizations and educational institutions individuals of different
and developed college achievement plan pathways. To improve talent cultures and belief systems.
(Penn National Gaming)
management, MGM Resorts International (2017) offers a number of
Support for women McDonald’s, Starbucks, Which includes several key
programs and courses, including new hire orientation and on-boarding, Hilton Worldwide Holdings, initiatives: a signature
language courses, computer and systems training, management devel­ MGM Resorts International, women’s leadership
opment, leadership development, and hard and soft skills development. Yum Brands, Hyatt Hotels, development program, an
and Brinker International Executive Committee
Diverse talent recruitment at Darden Restaurants (2017) takes place
Networking program, a
through partnerships with diverse sponsorship organizations and exec­ women’s mentoring
utive search firms. Yum Brands (2017) has a number of recruitment program, hotel operations
initiatives to reach its goal of 30 % diverse candidates, including the programs and year-round
following; networking opportunities.
(Hilton Worldwide
(1) Hiring top, diverse internship and post MBA talent via the Con­ Holdings)
Support for LGBT Starbucks, Hilton Boyd Gaming is striving to
sortium for Graduate Study in Management (2) Building dynamic,
network programs Worldwide Holdings, create opportunities and a
and robust partnerships with the National Society of Hispanic MBAs Wyndham Worldwide, culture of equality for LGBT
(NSHMBA), National Black MBA Association (NBMBAA), the (continued on next page)
Women’s Foodservice Forum (WFF) and the Multicultural

6
A. Manoharan et al.
Table 3 (continued )
Diversity Companies that Illustrative quotations
management communicated diversity
practices management practices
and same-sex Caesars Entertainment, team members, customers
benefits Wynn Resorts, Cracker and business partners. We
Barrel Old Country Store, took a key step forward in
and Boyd Gaming this regard recently, when we
extended health benefits to
same-sex partners of our
married team members.
(Boyd Gaming)
Categories of diversity management practices are based on Madera (2013).
Foodservice and Hospitality Alliance (MFHA), and (3) Leveraging
online business networking tools to communicate our job openings to
key diversity groups and associations.
4.2.2. Disability support
The second new theme that emerged as a diversity practice was
disability support. Marriott International (2017) communicated that it
engages with organizations that support people with disability and
provides extensive disability training: “For many years, our hotels have
worked with community-based disability organizations and high schools
to introduce and help train people with disabilities for employment.”
MGM Resorts International (2017) explicitly stated:
MGM Resorts International believes in providing opportunity for
every employee to grow, develop and succeed in a work environment
where you can be your best. We encourage you to explore our job
opportunities. If you are an individual with a disability and need a
reasonable accommodation for any part of the application process, or
in order to perform the essential functions of a position, please
contact our Corporate Diversity and Disability Outreach department.
Hyatt Hotels (2017) declared that it supports disability through
Hyatt’s Diversity Business Resource Groups, while Boyd Gaming (2018)
expressed its support for people with intellectual disability:
We provide career opportunities for people from this demographic
throughout our Company. And we are proud to partner with and
support organizations that strive to increase our acceptance of and
respect for, the intellectually disabled, such as Opportunity Village in
Las Vegas and Michiana Resources, which serves communities in
northwest Indiana and Southwest Michigan.
5. External recognition
Several organizations give diversity awards for various diversity
initiatives undertaken by hospitality companies. These organizations
include: (1) Black Enterprise, (1) Business Equality Network, (3)
Comparably (an online portal that reveals company cultures and market
compensation, as contributed by real employees, and showcases the
most fair and accurate display of employer brands), (4) DiversityInc, (5)
Forbes Best Employer for Diversity, (6) Great Place to Work®, (7)
Human Rights Campaign Corporate Equality Index, (8) Mogul’s Top 100
Innovators in Diversity & Inclusion, and (9) the US Government honor to
employers for supporting National Guard and Reserve employees.
6. Discussion linking diversity strategies, practices, and
recognition
To answer the third research question, we examined the links be­
tween diversity strategies, practices, and recognition for diversity.
Fourteen companies showed clear links between diversity statements,
diversity practices, and external recognition. Most of the companies
7
International Journal of Hospitality Management 94 (2021) 102864
with clear links between their diversity strategic statements and man­
agement practices have received some form of external recognition and
rank higher on the Fortune 1000 list than those without these links. This
indicates that companies that “walk the talk” on diversity earn rewards
in terms of external recognition for their efforts, which in turn may lead
to higher financial performance. Mechanisms through which higher
recognition leads to performance include greater employee satisfaction,
higher customer loyalty, and an overall better CSR reputation (Cook and
Glass, 2014; Richard et al., 2013; Roberson and Park, 2007). Table 4 lists
the companies and their links (or lack of links) between their diversity
statements, diversity management practices, and external recognition.
However, 13 companies showed negligible or no links between their
diversity statements and diversity practices. As expected, based on the
literature, nine of the companies without links between their diversity
statements and diversity practices did not receive external recognition.
Contrary to our expectations, five organizations received some external
recognition despite having no link between their diversity strategy and
diversity management practices. Interestingly, despite Las Vegas Sands
being at the top of the Fortune 1000 ranking, we did not find any
communication regarding its diversity statements and diversity man­
agement practices readily available in a public forum.
In addition, if a company has links between its diversity statements,
diversity practices, and external recognition does not guarantee suc­
cessful diversity outcomes. For example, in spite of being among the
highest ranked in the Fortune 1000 list in our hospitality firm sample,
and with clear links between its diversity statements and practices,
McDonald’s, as recently as January 8, 2020, found itself the subject of a
lawsuit by two black executives for racial discrimination. Several studies
have noted that diversity initiatives do not work and often have unin­
tended consequences such as backfiring, reporting false progress, or
negative or positive spillover to non-targets of the initiative (Leslie,
2019). Hence, despite decades of discussion and costly initiatives,
progress toward diversity in business is considered negligible.
Although less than 5% of Fortune 500 chief executive officers and 16
% of their boardroom directors are ethnic minorities (Newkirk, 2019),
the hospitality industry, due to its labor-intensive and customer-centric
nature, has been recognized as being at the forefront of fostering di­
versity. In 2019, 14 hotel companies were listed among the year’s Best
Employers for Diversity (Forbes, 2019). The list, which recognizes or­
ganizations for their commitment to diversity and outstanding work­
place culture, ranks the top 500 employers in the US, including leading
travel and leisure companies, such as Marriott and Hyatt. Hospitality can
thus be considered an exemplar for other industries, especially other
service industries, such as technology and banking, where diversity is
lacking.
7. Implications and contribution
The study makes several significant theoretical and practical con­
tributions. First, it contributes to the literature by exploring the preva­
lence and content of diversity statements in hospitality firms. We
identified six different diversity statements: (1) diversity management
practices, (2) organizational culture, (3) diversity and inclusion as a core
value, (4) diversity and inclusion as a strategy, (5) diversity dimensions,
and (6) valuing/support/inclusion for external stakeholders. This study
contributes to the diversity literature by examining how hospitality
companies communicate diversity statements that form the basis of
organizational culture. These diversity statements are essential for
hospitality firms not only because they are employers of a diverse
workforce, but because they must deal with diverse stakeholders, such
as owners, franchisees, suppliers, and community groups (Gajjar and
Okumus, 2018; Madera, 2013). Past research has explicitly called for
studies that examine diversity practices within industry contexts (Yang
and Konrad, 2011).
Second, the study contributes to the literature by exploring the di­
versity practices in hospitality firms. While existing research identifies
A. Manoharan et al. International Journal of Hospitality Management 94 (2021) 102864

Table 4
List of hospitality-related Fortune 1000 companies and their diversity links.
Company name Fortune 1000 ranking Diversity Diversity Diversity-related external Connected No
2017 statements practices recognitionsa linksb links

McDonald’s 112 Yes Yes 1 ✓

Starbucks 131 Yes Yes 5 ✓
Marriott International 163 Yes Yes 14 ✓
Hilton Worldwide Holdings 241 Yes Yes 16 ✓
Las Vegas Sands 249 No No – ✓
MGM Resorts International 297 Yes Yes 6 ✓
Darden Restaurants 385 Yes Yes – ✓
Yum China Holdings 399 Yes No 1 ✓
Yum Brands (KFC, Pizza Hut and Taco 422 Yes Yes 2 ✓
Bell)
Wyndham Worldwide 461 Yes Yes 1 ✓
Caesars Entertainment 541 Yes Yes 3 ✓
Wynn Resorts 548 Yes Yes 1 ✓
Hyatt Hotels 552 Yes Yes 9 ✓
Bloomin’ Brands 568 Yes Yes 1 ✓
Chipotle Mexican Grill 599 Yes No 1 ✓
Brinker International 684 Yes Yes – ✓
Penn National Gaming 728 Yes Yes – ✓
Cracker Barrel Old Country Store 747 Yes Yes 2 ✓
Scientific Games 750 Yes Yes 2 ✓
Panera Bread 760 Yes Yes – ✓
Domino’s Pizza 815 Yes No – ✓
Pinnacle Entertainment 840 No No – ✓
Cheesecake Factory 867 Yes No 2 ✓
Boyd Gaming 894 Yes Yes 1 ✓
Texas Roadhouse 942 No No 1 ✓
Buffalo Wild Wings 944 No No 1 ✓
Marriott Vacations Worldwide 994 Yes No – ✓
a
Number of external recognitions received in 2018 and 2019.
b
A company that has communicated diversity statements and practices leading to external recognition.

seven categories of diversity management practices used in the hospi­
tality industry (Madera, 2013), this study extends the current literature
by discussing two additional categories, diversity talent management
and disability management, that go beyond simply forming a network
and support group, as reported by Gajjar and Okumus (2018). We note
that disability support had a much broader scope, with hospitality
companies extending their support to community-based disability or­
ganizations, providing support during the employment application
process, and creating career opportunities.
Third, the study examined the antecedents of external recognition for
diversity by examining the links between diversity statements, diversity
practices, and external recognition. We found support for the proposi­
tion, derived from Yang and Konrad’s (2011) theoretical model based on
institutional theory, that diversity statements may be posted on com­
pany websites due to mimetic institutional pressures to reduce uncer­
tainty. This leads to a misalignment between diversity statements and
practices to empower and leverage diversity as a company-wide
resource, and this misalignment might not lead to positive recognition
outcomes. Based on institutional theory, the outcomes of such diversity
management practices may lead to external legitimacy from govern­
ment, advocacy groups, customers, and funders (Yang and Konrad,
2011). Seven out of nine organizations that offer diversity awards do not
fall into these categories, resulting in no recognition for the companies
that do not align their diversity statements and diversity practices.
We also found support for the proposition, derived from Yang and
Konrad’s (2011) theoretical model based on RBV, that diversity state­
ments and diversity practices posted on company websites can relate to
external recognition. These companies post diversity statements because
they value diversity and believe it can enhance competitiveness, as
diverse employees are a valuable, rare, and inimitable resource (Richard
et al., 2004, 2003). In addition, these companies have integrated their
diversity agenda into their strategic statements. They have a bundle of
diversity management practices that are difficult to imitate, leading to a
competitive advantage. It must be noted that when diversity becomes
part of a company’s strategic statement, managers adopt it to exploit
valuable resources (Yang and Konrad, 2011). While the diversity man­
agement model proposed by Yang and Konrad (2011), which is based on
institutional theory and RBV, suggests that diversity practices lead to
performance outcomes such as cost reduction, value creation, and
innovation, our study extends the model, providing empirical support by
examining external recognition as an outcome of diversity management
practices.
Our study provides practical implications for hospitality firm man­
agers. Since good diversity management is good business management,
we believe that hospitality firms can integrate the six different diversity
statement themes identified in this study with their management prac­
tices. This would not only reap the benefits of diversity management,
such as maintaining a heterogeneous and valuable workforce that is
conducive to innovation and improving firm growth, but would also
enhance firm image by aligning business strategy with management
practices as a tool for competitive advantage (Kim, 2006).
Further, our results point to the importance of hospitality firms
communicating and showcasing their diversity statements and goals on
their websites. Corporate websites can act as information and publicity
tools (Gröschl, 2011); therefore, diversity initiatives should be
communicated through words and pictures on these websites. Hospi­
tality firms must devise a cogent communication strategy that presents
their diversity goals and efforts. A dedicated website section—either
part of a CSR statement or, better still, a standalone page—that is an
integral component of a firm’s overall strategic mission would go a long
way toward raising internal and external awareness of the importance of
diversity, supporting recruitment efforts, and enhancing reputation
(Chinnery and Bothwick, 2005). In addition, since our results suggest
that companies that align their communication of diversity statements
with diversity practices have a better chance at external recognition, we
suggest that diversity practices be woven throughout the fabric of a
firm’s operations, from recruitment and retention of employees to that
of suppliers, managers, and franchisees. Moreover, hospitality com­
panies need to identify various diversity-awarding bodies and partici­
pate in recognition schemes with the involvement of all their

8
A. Manoharan et al.
stakeholders. This will enable them to motivate their workforce,
acknowledge their contribution to the company, and offer a benchmark
across industry standards, exhibiting success to senior management
(Tait and Walker, 2000).
8. Limitations and conclusion
In the context of the hospitality industry, where diversity is salient,
we examined 27 large firms to explore whether the link between strat­
egy (statements), conduct (practices), and performance (recognition)
extends to diversity management and recognition. We found that over­
all, the higher the connected links between a firm’s diversity statements
and management practices, the higher that firm’s external recognition,
which may eventually lead to stronger firm performance. However, we
were not able to establish a clear correlation among these links. This was
due to two study limitations. 1) The number of firms in our sample was
small, as we used the Fortune 1000 list to choose our firms. Although our
use of this list is justified, as it is a consistent source and has been used in
past scholarly studies (Parola et al., 2015), it limited our sample of
hospitality-related firms even though we used all the firms related to
hospitality within this list. However, a small number of firms is suitable
for the textual qualitative methodology we used, as analyzing firm
websites and establishing links between firm statements and practices is
a very laborious and time-consuming exercise. 2) Our analyses and
conclusions were constrained by what the firms in our sample reported
on their websites. While it is common to include CSR and sustainability
reports on websites, we have not reached a stage where including di­
versity reports is mainstream. Hence, we found that several large com­
panies did not report their diversity practices on their websites, even
though such practices may exist in their internal policy handbooks. This
lack of reporting may change with the times and with world events—for
example, the momentum for diversity and inclusion has recently
increased because of the Black Lives Matter movement. Hospitality
companies will be held accountable for their unequal treatment not only
of employees, but also of other stakeholders, such as franchisees and
operators. One example is the recent lawsuit filed by operators of
South-Asian origin against Choice hotels (Maidenberg, 2020). Similarly,
the institutional and regulatory environment is also rapidly changing, as
evidenced by the recent US Supreme Court ruling in favor of gay and
transgender rights under the 1964 Civil Rights Act.
Nevertheless, we believe that we are the first to establish the link
between “talking” and “walking” in diversity matters, especially in the
hospitality industry. Future research can extend our work to include a
nuanced analyses of diversity practices, such as those in Leslie’s (2019)
typology, which comprises non-discrimination practices, resource
practices, and accountability practices that eventually lead to diversity
goal progress. We also believe that a more detailed study of different
sectors within the hospitality industry with respect to diversity, inclu­
sion, and equity is warranted. For example, the 2020 report of the
coalition, One Fair Wage, urges the industry to re-examine its practice of
paying subminimum wages, which has its origins in slavery, and its
reliance on tipping as a pay mechanism, which results in racial inequity
(Kaye, 2020).
Acknowledgments
The authors would like to thank the journal’s Editor-in-Chief, and the
anonymous reviewers for their valuable feedback to improve the
manuscript.
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