Embracing Diversity: The Institutionalization of Affirmative Action as Diversity Management at UC-Berkeley, UT-Austin, and UW-Madison

While affirmative action in universities is the subject of extensive empirical scholarship, little research has been conducted on the role of university officials in crafting, defending, and transforming race-based affirmative admissions. Through forty-five in-depth interviews with thirty-nine admissions officials and top administrators at three selective public universities between 1999 and 2004, this study uncovers how a near-consensus in favor of race-based affirmative action has emerged among these players. Whereas scholars, citizens, and activists debate the morality and legality of race-based affirmative action as an equal opportunity policy, admissions decision makers have come to view race-based affirmative action in addition as a central, diversity management technique. This article claims that interest group capture theory and judicial implementation theory are insufficient to explain the diversity consensus. I suggest that neoinstitutional organizational theory has great potential to describe and situate the thought processes leading these key actors to forge this policy transformation.