Diversity, equity, and inclusion are business imperatives for organizations given an increasingly diverse and multi-cultural workforce and customer base. Human Resource Management (HRM) practices play a critical role in (a) promoting social justice through greater fairness and inclusion at the workplace, (b) allowing organizations to capitalize on the many benefits of a diverse workforce, and (c) mitigating the potential downsides of that diversity. As such, Human Resource Management is excited to share a virtual special issue (VSI) on the topic of Diversity. This VSI presents a curated set of empirical articles recently published in Human Resource Management that contribute to our understanding of important diversity issues and provide implications for future research and HRM practices. All four studies address gender diversity, but two are broader, also examining other diversity dimensions. The emphasis on gender diversity is perhaps not surprising given that gender equity is one of the Sustainable Development Goals adopted by the United Nations in 2015. Yet as highlighted by one of the studies in this VSI, examining gender diversity in isolation may obscure other important intersectional effects. The four studies in this VSI, overviewed below, represent a mix of contexts, data collection methods and analytical approaches. We hope you find this set of articles informative, thought-provoking, and that they inspire future research to inform HRM policies and practices around these important issues. Richard et al.’s (2022) article examines the dynamics related to women leaders’ ascendance and success in leadership positions and presents compelling evidence that women continue to experience discrimination in terms of being less likely to be considered for leadership opportunities, more likely to be selected for difficult assignments and receiving fewer resources than their male counterparts. This study further identified some circumstances under which women leaders still performed better than men suggesting ways to chip at the glass ceiling and yield better business outcomes. Chan-Serafin et al.’s (2023) article also shows the benefits of women in leadership positions, finding that gender representation in top management is related to organizations adopting HR practices supportive of workers affected by intimate partner violence. The study by Hwang and Hoque (2023) examines the impact of family interference with work on job-related guilt, which subsequently reduces job satisfaction, finding that this relationship varies not only by gender but also by the intersection of gender and ethnicity, with minority employees experiencing greater job-related guilt (and therefore lower job satisfaction) in response to family interference with work. Finally, the study by Ng (2023) examines the scholarly impact of diversity research using stigma association theory, finding that diversity papers are cited significantly less frequently than non-diversity papers. The focus of the diversity paper (generic vs. racial, gender, or age) moderated this relationship, and, in one of the two studies, it was further found that author gender was a significant moderator with greater under citation of diversity articles authored by women.