This article analyzes the scholarship on diversity‐training outcomes utilizing a systematic literature review (SLR) and provide insights for future research. The article advances our understanding of diversity‐training outcomes through the integration of three perspectives: the business case, learning, and social justice perspectives. The SLR revealed: (a) a literature that is fragmented and diverse in terms of publication outlets; (b) researchers conduct diversity‐training outcomes research in a diverse range or organizations, sectors, cultural and training contexts; (c) studies primarily reflect the business case or learning perspectives; and (d) existing studies have significant methodological limitations. We argue the need for future research to adopt multiple perspectives ensure better cross‐fertilization of perspectives and make use of more sophisticated methodologies.
This study explores the forces that promote and hinder gender equality efforts of a multinational corporation ( MNC ) operating in the Middle East. Specifi cally, we draw from a case study to document the formal and informal pressures exerted on a British MNC operating in Saudi Arabia to better understand the multiple forces that infl uence gender equality approaches in the host country. Our fi ndings suggest that while formal institutions such as the legal requirements and localization policies support gender equality, informal forces that are rooted in the cultural norms and traditions are formidable in hindering FEATURE ARTICLE such efforts and in reinforcing the status quo. The insights generated from our study have the potential to inform public policy makers and organizational decision makers to locate the right policy tool to promote gender equality.
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