Australia, Managing diversity, Migrants, Multilevel perspective, Muslim women,

value based management, ethic of care, Indigenous business, Maori business, sustainability, relational wellbeing and wealth, stakeholder theory,

Organizations are searching for innovative business approaches that deliver profits and create shared value for all stakeholders. We show what can be learned from the relational wisdom approach of Indigenous Māori and reframe the prevailing economic argument that has seen companies profit and prosper at the expense of communities and ecologies. We develop an ethic of kaitiakitanga model premised on Māori values which holds the potential to enrich and further humanize our understanding of business. The Māori economy is a globally connected, prosperous, and profitable sector of the New Zealand economy. By drawing on Māori values, we present a wisdom position through an ethic of kaitiakitanga or stewardship to emphasize and illustrate the interconnectedness of life in a woven universe. Through practicing kaitiakitanga, organizations can build businesses where wisdom is consciously created through reciprocal relationships. In this worldview of business, humans are stewards endowed with a mandate to use the agency of their mana (spiritual power, authority, and sovereignty) to create mauri ora (conscious well-being) for humans and ecosystems-and this commitment extends to organizations.

Embraced by their ethnicity and gender many migrant women have negotiated their own spaces in the host country. Yet, much of the literature on migrant women focuses on those who are struggling to make ends meet with low levels of education and how this defines the construction of the Other. We contribute to the limited scholarship in management research on professional migrant women by illustrating how transnational processes play out in the lived experience of professional migrant Indian women in New Zealand, and how they invoke agency in decentring Otherness. This qualitative study foregrounds the navigation of asymmetrical power relations and the strategic deployment of ethnicity, education and caste affiliation, when confronted with processes of exclusion in the labour market. We argue for the need to highlight narratives of professional migrant women which reflect the agency and articulation of their voices, thus reworking notions of the Other in transnational space.

While the burgeoning field of ethnic identity has been fuelled by the changing demographics of nations, such scholarship has given more concentration to general life contexts with much quantitative research done in America and Europe, and more recently in Australia. In this context the Indian Diaspora and ethnic identity have been studied, but there is a dearth of research on ethnic identity and Indians in New Zealand. This article draws on evidence from qualitative interviews with ethnic minority Indian women in New Zealand to illustrate ethnic identity negotiation. Three strands of experience were explored: 1) entry into the world of work; 2) staying in the world of work; and 3) the impact of work experiences on ethnic identity. The evidence indicates the difficulties encountered in entering the workforce and in sustaining work, creating knotted strands in the lives of the women. It seems to take approximately two years to start integrating experiences and coming to terms with life in the new country as minority ethnic women. The implications of such knotted strands in ethnic identity are discussed and situated in the wider context of policy development and diversity management that encourages and creates relevant and timely work for ethnic minority migrants.

No abstract

No abstract

HR competency research has predominantly focused on identifying generic HR competencies for HR practitioners using a universalist approach. This approach has led to the distinction between strategic and functional HR competencies, and a belief that the former is superior to the latter for successful performance in the HR domain. However, little attention has been paid to the interrelationships between strategic and functional HR competency dimensions, and their perceived relevance to strategic and functional HR roles. Drawing on a situationalist perspective and using a mixed-method approach, seven HR competency concepts are identified and examined for their perceived relative importance to strategic and functional HR roles. The findings indicate that Business Awareness competencies are important differentiators between strategic and functional HR roles, whereas Leadership and Relationship Building and Self-Belief and Social Factors are generic to all HR practitioners. The findings also indicate that there is a wider range of HR attributes required for HR job success than those espoused in the HR literature. Theoretical implications and recommendations on selection and development programmes for HR practitioners are also discussed.