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Main description: Whatever their industry of origin, all companies are facing the same challenge to a greater or lesser degree: globalization. A culture in which representatives of different countries und cultures can come together, anticipating and understanding the cultural challenges, creates the foundation of any international business. A global view on intercultural management will be the key to successfully doing business in diverse cultural environments.

"Most employers will have a workforce where at least 10% of their people will have a visible or invisible disability. And 86% of all disabled people acquire their disability during the course of their working lives. How can businesses create strategies and a company culture that includes all staff? Ensure that your company or organization doesn't become guilty of the soft bigotry of low expectations when it comes to disabled employees and customers. Learn from your disabled staff and consumers and be equipped to be a better and more dynamic organization. Kate Nash, founder of #PURPLELIGHTUP - a global movement which celebrates the economic contribution of employees with disability - will help you understand how any organization can ensure disabled staff and consumers are included and valued. Telling a fascinating story of how to make change happen and recognizing that any kind of transformation requires knowledge, determination and hard yards of campaigning, networking and deal making, you will learn how to build disability confidence throughout your organization. Positively Purple allows disabled workers to claim their rightful place centre stage as just another valuable member of the team"--

Based on the view that culture is dynamic and negotiated between actors, this groundbreaking book contains a collection of ten cases on cross-cultural management in practice. -- The cases draw on field research revealing challenges and insights from working across nations and cultures. Each case provides recommendations for practitioners that are developed into a framework for effective intercultural interactions as well as offering illustrations and insights on how to handle actual cross-cultural issues. This enriching book covers various topics including international collaborations across and within multinational companies, organizational culture in international joint ventures and knowledge transfer. -- Based on empirical fieldwork and qualitative analyses, this path-breaking book will appeal to graduate and postgraduate students in international management as well as practitioners

PurposeThe purpose of this paper is to argue that diversity management (DM) interventions, underpinned by principles of justice and fairness, create a powerful force that drives sustainable outcomes. Further, the authors argue that justice and fairness should be embedded at the core of DM.Design/methodology/approachA qualitative case study methodology was used to ascertain how four organizations approached critical issues regarding diversity. Justice and fairness principles were used as a framework to evaluate each organization's DM interventions. Different approaches adopted by the case study organizations were compared using a cross-case analysis.FindingsJustice and fairness principles provide a useful framework to evaluate DM interventions. The findings show that justice and fairness principles have an effect across the continuum of DM, including identifying dimensions of diversity, executing DM programs and realizing outcomes of DM.Research limitations/implicationsThe current study is limited to four case studies using qualitative methods.Practical implicationsThe findings demonstrate the importance of integrating justice and fairness benchmarks when implementing DM programs.Originality/valueThe findings shed light on the link between DM and justice and fairness, an area lacking empirical studies. It also presents a new area for empirical enquiry—the application of social justice principles in evaluating organizational interventions in DM.

Cover -- Urheberrechtsinfo -- Titel -- Impressum -- Widmung -- Inhaltsverzeichnis -- 1 Wozu ein neues Buch zu interkulturellem Management? -- 2 Was ist Kultur und wozu brauchen wir sie? -- 3 Kulturdimensionen und der globale Süden -- 3.1 Sprache und Kultur -- 3.2 Religion und Kultur -- 3.3 Exkurs: Ex Oriente Lux - Der Islam zwischen Mystik und Ablehnung -- 3.4 Tradition und Kultur -- 3.5 Identität und Herkunft -- 3.6 Migration und Kultur -- 3.7 Die Bedeutung von Heimat -- 3.8 Bildung und Arbeit -- 3.9 Relevante Rituale -- 4 Interkulturelles Management im 21. Jahrhundert: Grundlagen und Konzepte -- 4.1 Interkulturelle Kompetenz -- 4.2 Neuere Forschung zur Interkulturalität und ihre Relevanz für das Management -- 4.2.1 Fuzzy Cultures -- 4.2.2 Konstruktiv-positive Interkulturalität -- 4.2.3 Der kreativ-reflektierte Ansatz -- 4.2.4 Assimilation? Integration? Marginalisierung? Akkulturationsstrategien nach Berry -- 4.3 Ausgewählte Kulturkonzepte -- 4.3.1 Third Culture Kid (TCK) -- 4.3.2 Bikulturalität -- 4.3.3 Transkulturalität -- 5 Intelligent führen - Interkulturalität nutzen -- 5.1 Interkulturalität und Gefühle -- 5.2 Gefühle und Verhalten bei der Begegnung mit dem »Fremden« -- 5.3 Kulturschock auf beiden Seiten -- 5.4 Widersprüchliche Gefühle -- 5.5 Kulturelle Disharmonie als Chance -- 5.6 Humor und Kultur -- 6 Ko-kreatives interkulturelles Management gestalten - aber wie? -- 6.1 Auf der Ebene der Organisation -- 6.2 Auf der Ebene der Person -- 6.2.1 Ambiguitätstoleranz - bitte was? -- 6.2.2 Interkulturelle Persönlichkeitsentwicklung -- 6.2.3 Perspektivwechsel -- 7 Fazit -- 8 Handlungsorientierter Methodenkoffer -- 8.1 Klarheit durch Focusing -- 8.2 Das innere Team -- 8.3 Sensitive Recording Device -- 8.4 Aus-Mustern -- 8.5 Teamentwicklung mit GFK -- 8.6 Systemische Planung -- 9 Literaturverzeichnis -- Die Autorin.

In Diversity and Affirmative Action in Public Service , Walter Broadnax brings together much of the most influential research and thought in public administration literature regarding diversity and affirmative action. Equal employment opportunity, gender discrimination, creating a representative bureaucracy, age discrimination, and disabilities are examined in detail by drawing on the best work in the Public Administration Review, and by providing useful perspectives regarding that work over time. Diversity and affirmative action are subjects that tend to elicit some form of emotion, either strongly supportive or strongly opposed. In Diversity and Affirmative Action in Public Service , Walter Broadnax has drawn together a collection of essays that provides the reader with a historical overview of the evolution of these concepts within a public service context. The book opens with a discussion of representative bureaucracy and, using that material as a backdrop, proceeds to provide highly useful snapshots of the evolution of these concepts over the last several decades. The reader will be able to see clearly how the debate regarding this important topic has changed and matured over the last thirty years.The introduction and the individual chapter introductions bring together the perspectives of the practitioner and the academician. Many of the selected pieces have strong practical applications, and a substantial number of them were written by practitioners themselves.

AbstractResearch Question/IssueWe contrast the predictions of gender socialization theory and "fem‐power washing" (deceptively positioning as a firm promoting female empowerment without any tangible actions) to investigate whether promoting female directors on the board of directors associates with a reduction in the prevalence of firm‐level workplace sexual harassment (SH).Research Findings/InsightsWe estimate the incidence rate of SH through textual analysis of US employees' job reviews published online during the period 2011–2021. We find that an increase of one female director is associated with a 21.81% decrease in workplace SH and that firms with high board gender diversity synchronize the reduction in SH with improved social policies (e.g., policies to better employee relations, health and safety, or diversity challenges). Our results do not support the fem‐power washing theory but rather imply that nominating female directors may have a profound impact on the firm's ethical culture.Theoretical/Academic ImplicationsThis study validates the ethical dimension of corporate governance: Nominating female directors impacts a firm harassment culture and, by extension, a firm's ethical and corporate culture. This study adds to the governance literature that debates the merits of board gender diversity by highlighting an oft‐ignored channel through which board diversity affects firm value: ethics and corporate culture.Practitioner/Policy ImplicationsFor boards of directors, having more female directors can curb workplace SH, a behavior that is associated with a severe and lasting negative effect on firm value. For practitioners, regulators, and the business community, this study reinforces the merits of aiming towards more gender‐balanced boards.

This book addresses the different ways in which armed forces around the world respond to the cultural diversity of their parent societies, ethnicity and gender in particular, in order to enhance their quality and legitimacy.

Introduction to diversity -- Diversity theories -- Employment legislation -- Major racial groups in the U.S. and abroad -- Sex/gender -- Sexual orientation -- Religion -- Age -- Disability -- National origin and immigration -- Other types of diversity -- Intersectionality of the types of diversity within each individual -- Team diversity -- Subconscious/implicit bias -- Diversity management -- Conclusion