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Replicating or Evolving? Highlighting the Tension between Organizational Fit and Diversity in Recruitment Processes

Hempel, Florian LU and Kadarusman, Verel Pranidino LU (2025) MGTN59 20251
Department of Business Administration
Abstract
In modern recruitment, organizations tend to face a persistent paradox: they must align candidates
with existing cultural values while simultaneously promoting workforce diversity. This thesis
investigates how HR professionals navigate the inherent tension between organizational fit and
diversity within recruitment processes across multinational public and private organizations in
Europe and Southeast Asia. Drawing on paradox theory as the central analytical lens, alongside fit
theory and diversity management literature, the study conceptualizes this tension not as a binary
trade-off, but as a dynamic and enduring paradox embedded in daily hiring decisions.
The research is based on eleven semi-structured interviews with HR... (More)
In modern recruitment, organizations tend to face a persistent paradox: they must align candidates
with existing cultural values while simultaneously promoting workforce diversity. This thesis
investigates how HR professionals navigate the inherent tension between organizational fit and
diversity within recruitment processes across multinational public and private organizations in
Europe and Southeast Asia. Drawing on paradox theory as the central analytical lens, alongside fit
theory and diversity management literature, the study conceptualizes this tension not as a binary
trade-off, but as a dynamic and enduring paradox embedded in daily hiring decisions.
The research is based on eleven semi-structured interviews with HR professionals directly involved
in shaping recruitment strategy and execution. Using the Gioia Method, two interrelated empirical
dimensions emerged: (1) organizational fit, while widely valued, is inconsistently defined and
frequently used as a proxy for similarity, enabling both inclusion and subtle exclusion; and (2) the
HR professionals–hiring manager relationship is a key site where competing priorities are
negotiated, shaping how inclusion is either enacted or constrained in practice.
Findings indicate that inclusive hiring is influenced not only by formal tools and policies but also
by relational dynamics, power asymmetries, and contextual flexibility. HR professionals who were
able to challenge narrow fit assumptions and co-create assessment criteria with managers had
greater influence in aligning inclusion with strategic hiring goals. However, vague role boundaries,
organizational inertia, and unexamined norms often limited these efforts. By reframing fit as a
flexible and inclusive construct, the study contributes to a more practice-oriented understanding of
how HR professionals act as agents of both cultural continuity and change. (Less)
Please use this url to cite or link to this publication:
author
Hempel, Florian LU and Kadarusman, Verel Pranidino LU
supervisor
organization
course
MGTN59 20251
year
type
H1 - Master's Degree (One Year)
subject
keywords
organizational fit, diversity, inclusive recruitment, paradox theory, HR professional– hiring manager collaboration, fit theory, diversity management, multinational organizations, Europe, Southeast Asia
language
English
id
9206625
date added to LUP
2025-06-30 10:21:37
date last changed
2025-06-30 10:21:37
@misc{9206625,
  abstract     = {{In modern recruitment, organizations tend to face a persistent paradox: they must align candidates
with existing cultural values while simultaneously promoting workforce diversity. This thesis
investigates how HR professionals navigate the inherent tension between organizational fit and
diversity within recruitment processes across multinational public and private organizations in
Europe and Southeast Asia. Drawing on paradox theory as the central analytical lens, alongside fit
theory and diversity management literature, the study conceptualizes this tension not as a binary
trade-off, but as a dynamic and enduring paradox embedded in daily hiring decisions.
The research is based on eleven semi-structured interviews with HR professionals directly involved
in shaping recruitment strategy and execution. Using the Gioia Method, two interrelated empirical
dimensions emerged: (1) organizational fit, while widely valued, is inconsistently defined and
frequently used as a proxy for similarity, enabling both inclusion and subtle exclusion; and (2) the
HR professionals–hiring manager relationship is a key site where competing priorities are
negotiated, shaping how inclusion is either enacted or constrained in practice.
Findings indicate that inclusive hiring is influenced not only by formal tools and policies but also
by relational dynamics, power asymmetries, and contextual flexibility. HR professionals who were
able to challenge narrow fit assumptions and co-create assessment criteria with managers had
greater influence in aligning inclusion with strategic hiring goals. However, vague role boundaries,
organizational inertia, and unexamined norms often limited these efforts. By reframing fit as a
flexible and inclusive construct, the study contributes to a more practice-oriented understanding of
how HR professionals act as agents of both cultural continuity and change.}},
  author       = {{Hempel, Florian and Kadarusman, Verel Pranidino}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Replicating or Evolving? Highlighting the Tension between Organizational Fit and Diversity in Recruitment Processes}},
  year         = {{2025}},
}