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A relational framework for international transfer of diversity management practices

A relational framework for international transfer of diversity management practices The aim of this paper is to propose that a relational framework, which is underpinned by a contextual and multilevel conceptualisation of diversity management, can help international transfer of diversity management policies and practices. We argue that the mainstream single-level conceptualisations of diversity management within the territory of legal or organisational policy fail to capture the relational interplay of structural- and agentic-level concerns of equality. Consequently, individual choices, organisational processes, and structural conditions – all of which collectively account for unrelenting power disparity and disadvantage within social and employment contexts – remain generally under explored. The paper proposes a relational framework that bridges the divide between macro-national, meso-organisational and micro-individual levels of analyses to arrive at a more comprehensive, realistic and context-specific framing of diversity management, which can overcome the difficulties of international transfer. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Human Resource Management Taylor & Francis

A relational framework for international transfer of diversity management practices

19 pages

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References (81)

Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1466-4399
eISSN
0958-5192
DOI
10.1080/09585190903363755
Publisher site
See Article on Publisher Site

Abstract

The aim of this paper is to propose that a relational framework, which is underpinned by a contextual and multilevel conceptualisation of diversity management, can help international transfer of diversity management policies and practices. We argue that the mainstream single-level conceptualisations of diversity management within the territory of legal or organisational policy fail to capture the relational interplay of structural- and agentic-level concerns of equality. Consequently, individual choices, organisational processes, and structural conditions – all of which collectively account for unrelenting power disparity and disadvantage within social and employment contexts – remain generally under explored. The paper proposes a relational framework that bridges the divide between macro-national, meso-organisational and micro-individual levels of analyses to arrive at a more comprehensive, realistic and context-specific framing of diversity management, which can overcome the difficulties of international transfer.

Journal

International Journal of Human Resource ManagementTaylor & Francis

Published: Dec 1, 2009

Keywords: context; diversity management; equal employment opportunity; intersectionality; relational perspective

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