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Managing diversity requires an understanding of culture. The majority of businesses have realised that competitiveness no longer stems from formal organisational structures but rather from the mindsets, competencies, and functioning of individuals who create, develop, and support the organisation and who frequently come from different cultural backgrounds. Understanding the essence of a culture, its components, variations, and how all these things effect the business and the managerial process is very beneficial for international managers. Businesses in global value chains need cross-cultural management practices to obtain a competitive advantage. Global value chains make it possible to benefit from the comparative advantages of other nations, and without cross-cultural management, these multinational corporations would be unable to carry on with their business operations. Although there are many explanations on global value chains in the literature, there is no study on the effect of different cultures in value chain management and how different cultures can be managed in global value chains.

In this chapter, the definition of the concept of culture, which is comprehensive and crucial in managing differences, will be depicted. Then, the concept of cross-cultural management will be emphasised and what cross-cultural management means and why and to what extent it is important will be explained. In addition, the impact of cross-cultural management in the inclusive global value chain will be discussed, emphasising the value chain analysis, how it emerged, its basic concepts, and its importance in the international context.

Most publications on the management of diversity in Western countries pay homage to history by referring back to the way regulatory frameworks developed to promote equal treatment and to oppose discrimination. In work on English speaking countries, particular attention has been given to the struggles waged in the USA for civil rights and for gender equality in the 1960s and their impact on the emergence of equal employment opportunity and affirmative action laws and policies. Generally, these developments are depicted as the antecedents to the emergence of diversity management in the USA. This genealogical orientation is usually designed to establish historical foundations. However, as we see it, this approach to history has promoted an impression of linear evolution. Our general aim in this chapter is to show how an historical perspective can help uncover continuities in regard to equal employment opportunity, affirmative action and diversity management policies and strategies in Australia, particularly in relation to the management of cultural diversity in Australian workplaces. Rather than seeing development in linear terms, our aim is to highlight connections and the implications of such connections. Accordingly, this chapter relates each of these policies/strategies to analogous political and legal developments that emerged concurrently, in particular such initiatives as multiculturalism, anti-discrimination laws and what became known in Australia as ‘productive diversity’ policies.

The purpose of this case study was to explore senior librarians’ perceptions of successful leadership skills in the 21st century. The data gathered from 10 senior library leaders consisted of demographic information and responses to six open-ended interview questions. From the NVivo 10 analysis, several significant themes emerged regarding successful library leadership skills in the 21st century at two levels: foundational and interpersonal. At the foundational level, technical and knowledge skills form the building blocks for the next level of interpersonal skills. Persuasion and collaborative skills are interwoven with these interpersonal skills, both of which are at the core of the postindustrial paradigm of leadership. These two levels of skills, with an emphasis on persuasion skills, should form the basis of succession planning programs for next generation librarians. Implementing such programs could lead to increased leadership diversity, greater job satisfaction, improved job performance and effectiveness, all of which help retain librarians and ease staff shortages. Further studies are recommended.

The purpose of this chapter is to provide an overview of the research presented in this edited volume.

This report is based on 17 chapters, which vary in terms of research approach, design, and method, yet aims to present different country perspectives on diversity within diversity management.

The chapters present new insights on how the national and macro-social environment impacts the institutional approaches to diversity management across the world. Findings indicate the need for organizations to focus on deep-level diversity, rather than choosing a tick-box policy on surface-level diversity. Empirical studies reveal that every institution can adopt a diversity-friendly approach in a way that best fits their structure, culture and the mentality of their top management team.

The report summarizes and integrates novel insights on country perspectives and approaches on diversity management.

In the US, a growing number of organizations and industries are seeking to affirm their commitment to and efforts around diversity, equity, and inclusion (DEI) as recent events have increased attention to social inequities. As health care organizations are considering new ways to incorporate DEI initiatives within their workforce, the anticipated result of these efforts is a reduction in health inequities that have plagued our country for centuries. Unfortunately, there are few frameworks to guide these efforts because few successfully link organizational DEI initiatives with health equity outcomes. The purpose of this chapter is to review existing scholarship and evidence using an organizational lens to examine how health care organizations can advance DEI initiatives in the pursuit of reducing or eliminating health inequities. First, this chapter defines important terms of DEI and health equity in health care. Next, we describe the methods for our narrative review. We propose a model for understanding health care organizational activity and its impact on health inequities based in organizational learning that includes four interrelated parts: intention, action, outcomes, and learning. We summarize the existing scholarship in each of these areas and provide recommendations for enhancing future research. Across the body of knowledge in these areas, disciplinary and other silos may be the biggest barrier to knowledge creation and knowledge transfer. Moving forward, scholars and practitioners should seek to collaborate further in their respective efforts to achieve health equity by creating formalized initiatives with linkages between practice and research communities.

Diversity management concerns organizational practices to enhance the value of diversity in organizations by changing organizational culture and shaping work environment in which diversity can promote the organizational goals. The purpose of this chapter is to examine the diversity management practices in sustainability reports by exemplifying in the case of Turkey, which is an emerging economy with a complex and multiethnic society.

A comprehensive literature and qualitative research is conducted in order to understand the diversity management in a cultural context by looking at the company’s sustainability report in Turkey.

In Turkey, companies have responsibility to position the participation of employees in business opportunities as an important value of corporate culture by implementing diversity projects, and they announce these initiatives in their sustainability reports.

This research is a study about diversity in Turkey case. An example is limited to the company publishing a sustainability report.

This study may be useful for the board of directors and managers since they should become aware of understanding of the diversity management in the workplace especially in their sustainability mechanisms.

This study is valuable and attractive to create an open organizational culture where each employee is valued and where diversity issues all employment practices. Also, it is original to show why diversity is important in sustainability disclosures.

This contribution is focused on diversity management in the Czech Republic (CR) with a special focus on foreigners and ethnic diversity management. The importance of diversity management, as part of human resources management, in the CR has increased after the integration into the European Union (EU) in 2004.

The chapter introduces three current cases of companies which demonstrated the implementation of diversity management principles. The author of this text supervised the research where internal documents were studied and interviews with a survey were conducted.

The topic is relatively new both in theory and in Czech practice with the increase in academic publications after the year 2000. It has become an important issue as a consequence of the changing workforce structure due to demographic changes in the Czech society, followed by globalization of the labor market. Foreigners make 5% of the total number of citizens in the CR. Majority of them live in Prague and Middle Bohemia. More than half of foreigners legally residing on Czech territory have permanent stay. The most common nationalities have been for many years Ukrainians, Slovaks, and Vietnamese. Foreigners working in the CR make 9.1% of total employment in the national Czech economy. The most common foreign workers coming to CR to seek for a job are EU citizens, mainly Slovaks, followed by people from Romania, Poland, and Bulgaria. Ukrainians are the most common from the third countries. The number of foreigners in the CR is rising mainly due to foreigners from EU. The main pull factor is work. The most frequent groups are Ukrainians, Slovaks, Vietnamese, and Russians. Three case studies are introduced to show current developments in international companies which are successful in the area of ethnic diversity management.

For further development of the knowledge about recent trends, it is very valuable to collect case studies. I suggest to continue in this activity and collect more studies to have a wider space for comparison.

These selected cases show the developments in the CR (and Slovakia) in the past 20 years. Local branches of multinational companies have been inspired by experiences from the headquarters and the needs where adapted to local conditions. As the second case shows, it can be also a rather different story with an original Czech company which rapidly succeeded not only on the market but also in the implementation of diversity management. Companies are using benefits of diversity by enrichment of working teams using specific features of multi-ethnic composition of workers. Diversity management is used in the broader meaning, respecting national, cultural, gender, and other differences. All these examples of activities, projects, clubs, councils, or reports can be an inspiration to anybody who aims to increase diversity in any organization.

This chapter brings original contribution about current trends in diversity management in the region. It can bring very valuable information to academics, experts in diversity management, managers, students or public in general.

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual- and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and themes gleaned from work in each domain, and note the limitations of diversity climate research. Finally, we highlight the domains of uncertainty regarding diversity climate research, and offer recommendations for future work that can enhance knowledge of diversity climate effects on organizational outcomes.

This chapter focuses on the management of ethnic diversity and investigates Diversity Management practices in an organization which is a member of the Diversity Charta in Germany and even won a prize for its outstanding Diversity Management initiatives. However, this chapter illustrates that in this company Diversity Management can only be understood as window dressing, rather than as a serious attempt to manage diversity and particularly ethnic diversity. The case study data derives from a larger study, which examined the habitus of managing ethnic diversity in Germany. The case study data consists of observations, interviews with key internal stuff as well as employees, a focus group, documentary analysis of company data (policies, annual reports, brochures, as well as employee statistics), information about company history and lastly visual data in the form of pictures.

Different forms of inter-organisational encounters, including joint ventures, alliances, mergers and acquisitions, have over the last decades become fashionable and much-sought means of globalisation. A continuous concern shared by managers involved in these different forms of inter-organisational encounters is the challenge of making them work in practice – their successful implementation and management. The cultural dimensions of these different kinds of inter-organisational encounters, particularly in cross-border contexts, have been deplored as being particularly difficult. This paper builds on prior research and aims to understand how the cultural dimensions of inter-organisational encounters have been approached by researchers on mergers and acquisitions on the one hand and researchers on alliances and joint ventures on the other hand. Based on a comparative literature review, the findings suggest that the two fields, despite their valuable contributions and the similarities in the phenomena they study, have remained surprisingly isolated from one another and would offer opportunities for cross-fertilisation. Through its theoretical contribution, the paper intends to offer insights to researchers in both streams of research.