This study applies cultural historical activity theory to examine the experiences of 17 professors at a religiously affiliated private university who participated in a 10-month, inquiry-based intervention to change their culture around faculty hiring. The findings illustrate that professors who use race-conscious language and tools to interrogate their campus culture’s historical roots with racism rethought their hiring process. In doing so, faculty perceived racial equity work as an action-oriented, organizational effort to use equity-minded language and create a more equitable hiring structure. The study contributes to the literature on organizational change for racial equity by identifying faculty experiences with racism and critical knowledge about the organizational culture mediating faculty learning and agency.

Conceptualizations of servingness must include an understanding of how racial ideologies shape Hispanic-Serving Institutions (HSIs). Three Latinx scholars offer testimonios on our experiences as students, faculty, and researchers at teaching and research-intensive HSIs. From our testimonios, we found that practices of Blanqueamiento (Whitening of a population) and Mestizaje (racial mixture) operate at HSIs to flatten our understanding of Hispanics in U.S. society. To make sense of our testimonios within these HSI contexts and constraints, we applied an intersectional consciousness perspective on racialized organizations. Findings include Whiteness operating as a credential, legitimizing unequal resources, diminishing agency among minoritized groups, and continued use of Mestizaje (disguised as Hispanic) as a prevailing ideology. We provide considerations for HSI leaders, researchers, and administrators to elevate their intersectional consciousness and disrupt how HSIs contribute to essentialist notions of Latinxs.

On many college campuses, faculty are being called on to act as change agents for racial equity. Through narrative inquiry analysis using the theoretical constructs of boundary crossing and boundary objects, this case study examined learning among faculty (n = 12) who attempted to broker structural changes at their universities through participation in action research. The findings illustrate that boundary negotiation across the “silos” of academic departments and administrative offices to promote racial equity involves perspective taking (regarding current norms and discourse) and perspective making (about equity as a legitimate institutional goal). These findings contribute to the literature on faculty agency and organizational learning for racial equity in higher education by identifying boundary objects as cultural tools that facilitate faculty learning and agency.

Faculty hiring is an important dimension of diversity efforts across many postsecondary institutions. Many U.S. colleges and universities have released faculty job announcements establishing a demonstrated commitment to diversity, equity, and inclusion as a necessary criterion for applicants. This move is significant because it entrenches diversity as a commodity—an exchangeable good that universities value and are willing to pay for. This conceptual paper explores how underlying racialized cultures in academia incentivize People of Color to commodify their racial identity when participating in the faculty job market. By interrogating the racial character of capitalist exploitation, we expose how diversity imperatives shape the faculty hiring process at historically white institutions in ways that commodify, exploit, and devalue People of Color.

University and college leaders have an espoused interest in racial equity. In recent years, university and college leaders have invested in diversity, equity, and inclusion (DEI) training that focuses on developing individual attributes that reflect equity-mindedness. For example, DEI training efforts have often been focused on helping faculty develop critical race consciousness by raising their awareness of systemic racism in their routine teaching, mentoring, and hiring practices. However, in many cases, DEI training and equity change efforts primarily focus on individual-level change without critically identifying, disrupting, and transforming organizational processes and policies that perpetuate structural racism. In this paper, we synthesized research on race, organizations, and equity-mindedness to argue that racial equity change efforts should aspire to transform universities and colleges into equity-minded organizations. At the organizational level, equity-mindedness has the potential to structure organizational behavior, shape policy development, and frame practitioner and leader understandings of organizational equity issues in ways that are more aligned with their commitments to equity and justice. Through an analysis of higher education equity change efforts, we introduce a framework for equity-minded organizations. Theorizing equity-mindedness at the organizational level creates opportunities for university leaders, stakeholders, and researchers to move beyond the traditional prose of commitments to DEI to the design of programs, policies, and practices that can lead to more lasting structural changes.

Many national, state, and institutional policies and initiatives advocate for change in higher education through structured forms of data use. The case study of “Old Main University” presented in this article shows how local reformers (n=9) drew on data and data use tools provided by a long-term action research project implemented at the university to advance racial equity goals at their university. The case narrative utilizes practice theory, cultural historical activity theory (CHAT), and narrative inquiry to illustrate how administrative leaders and faculty at Old Main University coordinated their efforts in a sustained manner through two cycles of practitioner inquiry that was responsive to policy goals. The findings show that data use is productive to promote racial equity when data and data use protocols are used iteratively and in interaction among practitioners who use them to identify inequities rooted in their own practices. The findings support the conclusion that, to sustain change efforts as long-term (mesogenetic) projects, policy makers and local reformers should plan to iteratively redesign data tools, practices, and policies to institute changes in everyday (microgenetic) work practices. Such purposeful redesign holds potential to re-structure professional interactions, sustain motivation and organizational learning, and acculturate practitioners to equity as a standard of practice.