Future Directions for Management Theory Development

Doktor, Robert; Tung, Rosalie L.; Glinow, Mary Ann Von

doi:10.2307/258866

Cited by 22 publications

(11 citation statements)

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“…As multicultural organizations become more global in their maneuvers, the difficulties resulting from the cultural diversity of the organization's workforce become more apparent to HR managers. In order to address these apprehensions, Doktor, Tung and von Glinow [24] propose that theorists should develop models that capture these realities. Thus, in terms of global diversity management, there is a need for new and systematic conceptual frameworks, as well as new programs for training and educating the new cohort of global diversity managers.…”

Section: Discussionmentioning

confidence: 99%

Global Workforce Diversity Management: Challenges across the World

Kharroubi

2021

SHS Web of Conf.

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Research background: The increased integration of global workforce from different countries of the multicultural world is a phenomenon which is lately observable in the labour market, i.e. people with different beliefs and backgrounds are interacting due to the world’s rapid globalization. However, maintaining a positive workplace in companies has been one of the essentialities that they work on in order to build employer’s good brand. Many articles had been written on diversity management, but there were rare researches done on global workforce diversity management. Purpose of the article: The aim of this article is to review recent literatures, analyse publications in the field of diversity management and to provide an insight on the challenges facing human resources management on a global basis, especially in the Czech Republic. Methods: This article provides a comprehensive review of quantitative, qualitative and theoretical studies published in journals and distinguishes articles that fall within the search criteria. Findings & Value added: Human resources management in most companies put an effort on to increase diversity and to endorse inclusion. The target groups for diversity efforts differ according to the geographical region. Whilst most countries, particularly in Europe and North America have a main insistence on retaining and promoting gender equality. These findings won’t only benefit academicians but also managers and potential researchers, because they will be able to acknowledge the various aspects about global workforce diversity management.

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Section: Discussionmentioning

confidence: 99%

Global Workforce Diversity Management: Challenges across the World

Kharroubi

2021

SHS Web of Conf.

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“…Laurent, 1983;Nonaka, 1994;Newman and Nollen, 1996;Schein, 1996). Sociopolitical and cultural environment provides a context within which organizational behavior takes place (Boyacigiller and Adler, 1991;Doktor and Shi, 1991;Shenkar and von Glinow, 1994) and this context therefore shapes perceptions and preferences of the people working in the organizations within a particular kind of environment.…”

Section: Socio-political and Cultural Environment Of Central Eurasianmentioning

confidence: 99%

Discerning leadership perceptions of Central Eurasian managers: an exploratory analysis

Ismail

Ford

2008

Organization Management Journal

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This exploratory study examined the responses of Central Eurasian corporate, government, and non-governmental organization managers regarding their perceptions of work-related values of effective organizational leadership. The respondents were participants in a 2-week leadership development program held in Istanbul, Turkey. Two inter-related research questions regarding leadership concepts and challenges were explored through content analysis of program intake interview protocols. The participants' pre-program perspectives on what constituted effective organizational leadership were found to be consistent with the GLOBE Project's culturally endorsed leadership dimensions. Moreover, several common patterns of behaviors and challenges were uncovered that could be attributed to particular idiosyncrasies in the sociopolitical/cultural environment of the region.

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“…For most part, fieldwork is an underused data-collection approach in business and management studies (Bate, 1997;d'Iribarne, 1997;Linstead, 1997;Moore, 2011;Rosen, 1991), although one of the most employed methods in the wider social sciences -for example, making social anthropology a distinct discipline in this landscape for more than a century (Keesing & Strathern, 1998). It probably relates to the fall from grace of the hegemonic position of the scientific method that manifested itself in a North American-dominated intellectual tradition within the post-war phenomenon of business and management schools (Adler, 1983a(Adler, , 1983bBoyacigiller & Adler, 1991;Chapman, 1997 Tung & Von Glinow, 1991;Hofstede, 1993;Peng, 2004;Simon, 1991, cited in Lynn, 2006.…”

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confidence: 99%

Introduction: following the researchers into the field

Guttormsen¹,

Lauring²,

Chapman³

2021

Field Guide to Intercultural Research

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The Field Guide to Intercultural Research, published by the internationally renowned publisher, Edward Elgar Publishing, invites readers to follow 48 authors into their research fields in nearly 20 different countries across the African, Asian, Australian, European and Middle Eastern regions. In 26 chapters, in addition to both a preface and an afterword, the authors who are representing more than 20 nationalities, narrate their experiences with solving intercultural challenges encountered during fieldwork -predominantly overseas but also in the home country.Intercultural challenges can engender a 'make-or-break' juncture in terms of the success or failure of the fieldwork and, thus, an entire research project. Negative impact arising from such challenges often inhibits a researcher's ability to access the required physical research sites and information, to develop and find answers to particular research questions or practitioner problems, as well as to secure the participation of the needed research subjects and communities/organizations to complete the planned study and -importantly -to comprehend and present the actual lived experiences and meanings construction of those we have set out to investigate in an ethical, credible and authentic manner (

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Future Directions for Management Theory Development

Cited by 22 publications

References 0 publications

Global Workforce Diversity Management: Challenges across the World

Global Workforce Diversity Management: Challenges across the World

Discerning leadership perceptions of Central Eurasian managers: an exploratory analysis

Introduction: following the researchers into the field

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