Diversity Management, Past, Present and Future

Palmer, Gillian Patricia

doi:10.1177/1038411103041001019

Cited by 14 publications

(10 citation statements)

References 20 publications

(11 reference statements)

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“…Organisations can implement policies designed to promote social justice outcomes and business benefits; however, the implementation of these policies can be influence by deeply entrenched systems of social stratification (Palmer 2003). Organisations can implement policies designed to promote social justice outcomes and business benefits; however, the implementation of these policies can be influence by deeply entrenched systems of social stratification (Palmer 2003).…”

Section: And Diversity Managementmentioning

confidence: 99%

Socially responsible diversity management

Syed

Kramar

2009

Journal of Management & Organization

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A B S T R A C TThe purpose of this article is to develop a conceptual framework to describe 'socially responsible diversity management'. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to affirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed 'socially responsible diversity management'.

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Section: And Diversity Managementmentioning

confidence: 99%

Socially responsible diversity management

Syed

Kramar

2009

Journal of Management & Organization

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“…This research stream on the differentiating characteristics of individuals and groups is grounded in the observation that diversity is a barrier to cooperation and the hope that cooperation can be achieved despite differences (Mayo et al, 2017;Ozbilgin & Tatli, 2008;Palmer, 2003;Pattnaik & Tripathy, 2014). Sociologists like Blalock (1967) assumed that social groups with different demographic categories tend to compete with each other rather than create cooperative behavior.…”

Section: Concepts Involvedmentioning

confidence: 99%

A Common Good Perspective on Diversity

Frémeaux

2020

Bus. Ethics Q.

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Drawing upon the theoretical debate on the concept of common good involving, in particular, Sison and Fontrodona (2012), I aim to show how the common good principle can serve as the basis for a new diversity perspective. Each of the three dominant diversity approaches—equality, diversity management, and inclusion—runs the ethical risk of focusing on community or individual levels, or on particular disciplines—economic, social, or moral. This article demonstrates that the common good principle could mitigate the ethical risks inherent to each of these diversity approaches. There are three positive aspects to a comprehensive common good perspective: 1) it includes considering different community levels, which it connects by subsidiarity, 2) it embraces the moral, social, and economic fields, which it connects by teleological hierarchy, and 3) it avoids the risk of exclusion by generating a sense of solidarity.

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“…Also, the labor force is cheaper and the resulting services and goods exceed expectations. Multinationals are structures that are multicultural, which on the other hand requires a different management concept because of the challenges that can and often arise from cultural differences (Palmer, 2003). Having this in mind, being multicultural is about being positive and open to the effects that are positive, and the interaction with other cultures, which develops significant methods of interaction (Connerley & Pedersen, 2005).…”

Section: Multinational Organizations and Culturementioning

confidence: 99%

The Influence of Cultural Differences and its Application in Multinational Organizations

Vlad¹,

Stan²

2013

MDKE

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Multinational organizations have workforces that involve people from different countries, defined by linguistic, religious, and political backgrounds, in other words, people of different cultural backgrounds. Generally, differences related to culture are more evident and prominent than similarities and homogeneity. For multinational companies, it is a must to take cultural differences into account in their managerial practices. The goal of this research is to determine the managers' perceptions of cultural differences in a multinational company and to explore the strategies at use to handle these differences. In this sense, the interview was used as a research method to collect data, which were further analyzed. The research focuses on an American software company, PTC Inc. operating in Romania, Japan, China, the USA, and Germany. Following the analysis of the interview results obtained new research directions were identified related to the influence of cultural differences and its application in global business.

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Diversity Management, Past, Present and Future

Cited by 14 publications

References 20 publications

Socially responsible diversity management

Socially responsible diversity management

A Common Good Perspective on Diversity

The Influence of Cultural Differences and its Application in Multinational Organizations

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