Identity Entrepreneurs

In my previous article Racial Capitalism, I examined the ways in which white individuals and predominantly white institutions derive value from non-white racial identity. This process flows from our intense social and legal preoccupation with diversity. And it results in the commodification of non-white racial identity, with negative implications for both individuals and society. This Article picks up where Racial Capitalism left off in three ways. As a foundation, it first expands the concept of racial capitalism to identity categories more generally, explaining that individual in-group members and predominantly in-group institutions — usually individuals or institutions that are white, male, straight, wealthy, and so on — can and do derive value from out-group identities. Second, the Article turns from the overarching system of identity capitalism to the myriad ways that individual out-group members actively participate in that system. In particular, I examine how out-group members leverage their out-group status to derive social and economic value for themselves. I call such out-group participants identity entrepreneurs. Identity entrepreneurship is neither inherently good nor inherently bad. Rather, it is a complicated phenomenon with both positive and negative consequences. Finally, the Article considers the appropriate response to identity entrepreneurship. We should design laws and policies to maximize both individual agency and access to information for out-group members. Such reforms would protect individual choice while making clear the consequences of identity entrepreneurship both for individual identity entrepreneurs and for the out-group as a whole. A range of legal doctrines interact with and influence identity entrepreneurship, including employment discrimination under Title VII, rights of privacy and publicity, and intellectual property. Modifying these doctrines to take account of identity entrepreneurship will further progress toward an egalitarian society in which in-group and out-group identities are valued equally.

Human Resource's Role in Leveraging Knowledge Management as a Competitive Advantage

The ultra-competitiveness in the twenty-first century's business environment suggests that, to survive, human resource (HR) must prove its value. The knowledge economy presents HR the opportunity to demonstrate its added value through leveraging knowledge management (KM) as a competitive advantage. This capstone reviews the literature on business strategy, knowledge, KM, KM success, and HR to reveal links between these subjects and illustrate three roles HR can undertake to leverage KM as a competitive advantage. The capstone also assesses HR's current contributions to KM through a survey of 42 HR professionals. Survey results suggest that, although HR contributes to the three KM roles, HR is not currently fully capitalizing on the opportunity to become a strategic business partner through KM.

A Business Case for Diversity

The use of diversity as a strategic advantage contributes to the success of an organization. The organizations that employ a diverse workforce benefit from the varied perspectives and value that diverse employees offer. The organizations that leverage those employee perspectives can gain a competitive advantage. For many organizations, employee diversity is underutilized. The research of this capstone evaluates the various benefits of diversity strategies. It then compares those with results from a diversity survey and interviews with HR professionals. Ultimately, this capstone concludes that additional research at the employee level and additional quantitative measurement are needed to highlight the ways in which a diversity strategy can increase a company's bottom line and offer a strategic advantage.