Management thought has always been concerned with human diversity. However, the challenges managers face in this area have varied over time. Classical management theory used bureaucratic policies to unify diverse groups around common organisational goals. However, class divisions provoked new, separated industrial relations structures. Now, cultural diversity is promoting new adaptations in management. Future research on the different reactions of diverse organisational and identity groups can focus attention on ways to develop the cosmopolitan tolerance needed to manage our culturally fractured world.

Organizational actors involved in cultural change programmes have a consciousness and experience that is often fragmented, contradictory and ambivalent. Studies documenting ambivalence have, however, tended to assume that there is a relatively clear and unambiguous change programme about which employees are ambivalent. This article argues that the nature of such programmes is more uncertain and ambiguous than this suggests. Drawing on a six-year study of the introduction of a cultural change programme in the coke-making plant of an integrated steelworks, this article details how cultural ambivalence intertwines with practical ambiguities in the course of such programmes to create complex cultures of ambiguity KEY WORDS ambiguity / ambivalence / change /control / culture 68

Purpose -To explore the nature (component parts, degree structure) and purpose (intended outcomes) of the Doctor of Business Administration (DBA) degree, identifying the strengths and weaknesses of the degree as they stand presently, using Australian experience. Design/methodology/approach -A review of DBA programme offerings in Australia identified commonalities and differences in these offerings, and provided information necessary to propose strategic and theoretical implications of DBA education. Findings -The paper demonstrates areas of confusion surrounding the purpose and nature of the DBA degree, especially as a research degree in comparison to the PhD. It concludes that quality controls are needed to ensure that this growing addition to management education adds to, and aids, the goal of strengthening management research, in ways that link theoretical insights with management practice. Research limitations/implications -Theoretical and practical implications of the DBA degree are offered, as well as the extent to which the DBA addresses the educational needs of students and its benefits to the university. Practical implications -The paper provides data useful to administrators interested in establishing a DBA degree in their institution, for researchers wishing to further explore and contribute to the discourse regarding the calibre and content of DBA degrees, and for students wishing to learn more about the fundamental differences between the PhD and the DBA. Originality/value -This paper provides new information about the way the DBA degree is developing in an Australian context, and offers advice on issues that need attention in order to further ground the DBA in a combined research and practitioner ethic.The purpose of this paper is to explore the nature (component parts, degree structure) and purpose (intended outcomes) of the Doctor of Business Administration (DBA) degree, and identifying the strengths and weaknesses of the degree as they stand presently, using Australian experience. In this paper, business administration is defined as the management and administration of enterprises across fields as diverse as corporate finance, accounting, economics and law, management, marketing, engineering and information technology and including industries in the private and public sectors, not-for-profit organisations, higher education, and hospital and school systems. The nature of the DBA degree refers to its structure across institutions, and also the delivery of the degree in Australia and internationally in terms of student numbers and mode of delivery. Purpose refers to intended outcomes of the DBA. As discussed in this paper, the research focus of professional doctorates like the DBA is "concerned with researching the real business and managerial issues via the critical

This special issue presents papers given at a seminar on Future Research in Managing Human Diversity held in Melbourne on 10 and 11 December 2001. The seminar was one of four sponsored by an ARC Special Initiatives Pilot Project to look at different aspects of management. The general aim of the ARC project was to promote networking that would strengthen research into management in Australia. The purpose of this particular seminar was to bring together researchers working on issues surrounding the management of people in diverse institutions and cultures. From their interaction, it was hoped, a deeper understanding would develop of the present state of play in research, theory and practice in this field. Another aim was to stimulate new thinking about future directions in research and action.Seminar participants represented a wide range of research approaches and disciplines including labour economics, industrial relations, psychology, sociology and history. Aspects of diversity that were dwelt upon included gender, aboriginality, ethnicity, religion, and national culture. Placing the Australian discussion of research in an international context were several international guest speakers including Joanne Martin from Stanford University, David Knights from Keele University, and Laurie Hunter from Glasgow University. Lastly Christine Nixon, Police Commissioner for Victoria, introduced a senior management practitioner's perspective on the discussion.The purpose of this overview article is threefold. First, it examines some conceptual issues concerning the thorny problem of what we might mean by diversity management. Second, we briefly summarise the individual contributions of participants who gave papers in the workshop and whose papers are included in this special issue. Third, we identify and discuss four themes relating to future research directions in diversity management.