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“Managing diversity” meets Aotearoa/New Zealand

Deborah Jones (Victoria University of Wellington, Wellington, New Zealand, and)
Judith Pringle (The University of Auckland, Auckland, New Zealand)
Deborah Shepherd (The University of Auckland, Auckland, New Zealand)

Personnel Review

ISSN: 0048-3486

Article publication date: 1 June 2000



Argues that the discourse of “managing diversity”, emerging from the US management literature, cannot be simply mapped on to organisations in other cultural contexts. It uses the example of Aotearoa/New Zealand to show that a “diversity” based on the demographics and dominant cultural assumptions of the USA fails to address – and may in fact obscure – key local “diversity” issues. It argues that the dominant discourse of “managing diversity” has embedded in it cultural assumptions that are specific to the US management literature. It calls for a genuinely multi‐voiced “diversity” discourse that would focus attention on the local demographics, cultural and political differences that make the difference for specific organisations.



Jones, D., Pringle, J. and Shepherd, D. (2000), "“Managing diversity” meets Aotearoa/New Zealand", Personnel Review, Vol. 29 No. 3, pp. 364-380.




Copyright © 2000, MCB UP Limited

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