In this chapter, we consider the educational needs of the globally diverse IT sector and a curriculum that has been developed in order to respond to them. We begin by discussing two human resource gaps that are affecting the preparation of tomorrow's IT workforce. The first gap is a participation gap which is related, in part, to the under representation in recruitment and retention of students with particular demographic profiles in information systems and technology education. The second gap is a knowledge gap, which is related to the globalization of the IT field and the challenges of developing compatible curriculum and pedagogical practices that will prepare students for careers in such a field. We argue that diversity is a lens that can be used to both understand these human resource gaps and to develop curricular responses to them. We do this by considering, as a case study, a course developed and taught in the College of Information Sciences and Technology at The Pennsylvania State University that is intended to address these gaps. This course --"Human Diversity in the Global Information Economy" -is offered to exemplify a way of addressing the diversity dimension of the IT skill set.
INTRODUCTIONThe gap between the supply of information system professionals produced by the educational system and the demands of industry has long been the focus of attention for concerned stakeholders: employers, policy makers and educators. This issue has been exacerbated on a global scale, in recent years, for three reasons. First, the role of the information economy as a function of the overall economy of a country has grown in both size and importance. This includes activities associated with the development of the primary IT sector (i.e. those involved in the creation of hardware, software and systems) and facilitating the diffusion of IT into other sectors i . As a result, an increasing number of countries has taken on the challenge of developing a pool of talented IT workers, which can enable it to enter the global IT market and to engage in globally collaborative IT work. Second, networking technologies have made both asynchronous and real-time communications between different regions and countries feasible, and have created new forms of work and collaboration. For example, global IT outsourcing work can be seen as the practice of seeking diverse knowledge resources globally. Third, in contrast to the cultural diversity evident in the makeup of the global IT workforce, national statistics show that the domestic workforces of many countries (in terms of race, gender, age, social class, etc.) are not as diverse. Thus, the purpose of this chapter is to consider the ramifications of including in the IT skill set, preparation for work in the globally diverse IT sector. We do this by discussing a curriculum that has been developed in order to respond to these needs.