The challenge of moving beyond rhetoric: Paradoxes of diversity management in the Middle East

Abstract

Purpose

The purpose of this paper is to examine the understanding and practice of diversity management in a Middle Eastern context, based on interviews with two sets of stakeholders (Lebanese women managers and HR managers) directly concerned and involved with diversity management efforts in the Lebanese context.

Design/methodology/approach

The paper adopts an integrative multi‐level research design and an interpretive research methodology, capitalizing on in‐depth interviews with eight HR managers and 18 women managers to explore their perceptions and interpretations of diversity management in the Lebanese context.

Findings

The findings presented in this paper clearly illustrate the relevance of micro, meso, and macro level factors in diversity management research and the need to accord attention to cultural differences and peculiarities of national contexts.

Originality/value

The paper offers a critical perspective on diversity management in an unusual context. It makes unequivocally clear that the goals for alleviating specific sources of discrimination need to be locally articulated/defined. Furthermore, the paper questions the laissez faire management approach to diversity and warns against a tendency to ignore serious gender related issues at work as more women enter the workforce in the Middle East.

Citation

Jamali, D., Abdallah, H. and Hmaidan, S. (2010), "The challenge of moving beyond rhetoric: Paradoxes of diversity management in the Middle East", Equality, Diversity and Inclusion, Vol. 29 No. 2, pp. 167-185. https://doi.org/10.1108/02610151011024484