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To make a literary review related to effective management of cultural diversity in organisations and to systematically bring up different views put forward regarding this issue.

First, the literature which covers the “diversity management” and “cultural diversity management” is reviewed in detail and then tried to explore the contributors’ different views about the effective cultural diversity management approach. In the paper these different perspectives about this matter are classified.

The answer to the question of how cultural diversity should be managed effectively cannot be given easily. There are various typologies about the organisational and managerial literature. In order to be able to effectively manage cultural diversity in organisations, it is beneficial to develop a “cultural diversity management model” peculiar to the organisation by considering the positive and negative sides of different perspectives located in this study.

Because the main aim is to make only a detailed literary review and bring up different views through a classification, there are no theoretical interpretations nor personal critiques about the writers’ different perspectives in the paper.

The researchers of this topic would be able to make empiric and theoretical evaluations in the frame of perspectives explored in the paper.

This paper will provide a contribution to cultural diversity in organisations related to its management as an anthology and will be a systematic knowledge base for researchers.

The aim of this study is to investigate the relationship between employee perceptions of their organization's management of cultural diversity, their perceived organizational support and affective commitment.

A questionnaire survey was developed and distributed to a sample of employees working in a large Australian financial institution.

Analysis of the data shows that, when controlling for perceived organizational support, there is no direct relationship between cultural diversity management perceptions and affective commitment. Rather, the data support an indirect relationship between the two variables via perceived organizational support.

Implications are, first, that managers need to recognize the potential contribution of developing a positive workplace atmosphere for cultural diversity to strengthen employee perceived organizational support, which in turn enhances affective commitment. Second, the research findings underscore the importance of perceived organizational support in linking cultural diversity management perceptions to organizational outcomes, such as affective commitment. Third, managers should not underestimate the influence of initiatives, such as making all employees feel included in the “taken‐for‐granted” informal networks in engendering positive organizational and individual attitudes.

The paper examines cultural diversity management from the employees' (rather than a management) perspective to develop a fully mediated model using organizational support to link cultural diversity management perceptions to commitment. The study reinforces the need to rethink simple relationships between cultural diversity management perceptions and organizational/individual outcomes, to consider more complex models that include important mediating variables to more fully understand the effects of cultural diversity management.

This paper aims to discuss ways for fostering innovation management and innovation in management education sensitive to cultural diversity. It explores strands in the literature concerning cross‐cultural awareness and undertakes a case study, carried out in a multicultural organisation, aimed at pinpointing challenges faced by managers working in such environments. Argues that logistics could help understanding, sensitising and taking into account cultural diversity in management education. Also claims that cultural plurality is an asset, rather than a constraint. The article concludes by suggesting possible ways ahead in the development of culturally sensitive managers in an increasingly globalised but also highly multicultural world.

The hospitality and tourism industry has seen an increase in organizations operating internationally, bringing people from diverse cultural backgrounds together. The authors aim to help clarify that with a lack of awareness and understanding about diversity, many problems arise in terms of effective intercultural communication between managers and employees and employees and the customers. This paper helps in answering the questions related to the importance of cross cultural management, the intercultural issues faced by an organization, the best practices for diversity management and the future of cultural diversity.

The authors have carried out a review-based research of 60 papers relevant to the topic. The study has been restricted to secondary data consisting of research in the area of managing cultural diversity.

The researchers have concluded that there are different dimensions of cultural diversity and thus policies and programs to manage it have to be carefully implemented and integrated. Also, managers need to identify the current gaps in the organization in terms of diversity management to take the necessary steps for building a harmonious relationship between expatriates and the local employees.

The study addresses the complex nature of cultural diversity and the management issues of multiculturalism within the hospitality and tourism industry. The authors have made an effort to identify the best practices and programs for managing a diverse workforce which may also improve engagement and retention levels through radical inclusion of employees.

The purpose of this paper is to present a review of diversity management research published in hospitality and tourism-specific and business discipline-based journals. The study objectives include attempting to assess the progress of diversity management research in hospitality and tourism, identifying gaps between the general business diversity management literature and the hospitality and tourism literature and providing hospitality and tourism scholars with suggestions to advance knowledge in diversity management.

The study is a critical review of the existing diversity management literature in the general business and hospitality and tourism disciplines in an attempt to identify gaps and make suggestions for expanding this knowledge in the hospitality and tourism fields.

There are significant gaps between the diversity management scholarship conducted in hospitality and tourism disciplines and the general business field. Diversity management research in general business is far more in-depth and uses sociological and social psychological theoretical frameworks.

There are lessons to be learned from the general business literature that uses strong theoretical foundations deeply grounded in sociological, psychological, social-psychological and management theories. The general management literature also explores the conditions under which diversity management adds value or creates challenges for organizations.

The hospitality and tourism industry has employed large numbers of ethnic minorities, women and members of the lesbian, gay, bisexual and transgender community for decades. As such, it is critical that scholars explore the implications of such a diverse workforce not only on organizational outcomes, but also on individual and group performance. The general business diversity management research suggests that workgroup composition can influence individual and group performance, as well as the quality of co-worker relationships. Given the team-oriented, interdependent nature of work in the hospitality and tourism industry, it is imperative that researchers conduct studies that help practitioners understand the most effective perspectives and approaches to diversity management.

The critical literature review demonstrated that there is extremely scarce research on diversity management focusing on employees with disabilities. It is imperative to shed more light on best diversity management practices, workplace etiquette of this under-represented group of employees and their interaction with their co-workers.

This study’s results provide insight into areas of exploration that can significantly enhance the scholarship on diversity management in the hospitality and tourism literature.

This research examines the effect of cultural intelligence (CQ) of top management on pro-diversity climates and perceived discrimination of the Myanmar migrant workers in Thailand. This research also analyzes the effect of perceived discrimination on job satisfaction and turnover intention of the Myanmar migrant workers.

The data were collected from 650 Myanmar migrant workers who are employed at two factories in Thailand. Partial least squares structural equation modeling (PLS-SEM) was used as the data analysis method.

The results significantly support the positive effect of perceived management CQ on pro-diversity climates. Pro-diversity climates are also negatively and significantly associated with perceived discrimination. Moreover, the effect of perceived management CQ on perceived discrimination is fully mediated by pro-diversity climate.

This research clarifies that simply ensuring top management possess CQ may not be a sufficient condition for the company to successfully tackle discrimination in the workplace. Rather, it is crucial for the top management to create an organizational climate that is supportive of the racial diversity of foreign migrant employees.

This paper aims to develop a cultural diversity management (CDM) framework to enhance the performance of architecture design firms (ADFs) in Egypt.

A research methodology consisting of literature review, case studies and survey questionnaire was designed to achieve the abovementioned aim. First, literature review was used to investigate the concepts of globalization, international construction, diversity, diversity management (DM) and organizational performance. Second, four case studies were presented and analyzed. The first two cases explored the role of CDM towards enhancing the performance of ADFs, while the last two cases showed initiatives carried out by NGOs to integrate architects of color into their communities through training programs that enhanced their skills and uplifted their societies. Third, a survey questionnaire was carried out with a representative sample of ADFs in Egypt to investigate their perception and application of DM towards enhancing organizational performance. Based on the results of the above, the research developed a framework to enhance the performance of ADFs through managing culturally diverse workforces.

Literature review showed that diversity is not limited to race and gender; however, it includes other types such as disability, socioeconomic status, thinking style, culture, personality, life experience, religious and spiritual beliefs. Despite the benefits that diversity brings to ADFs such as stimulating creativity and increasing productivity, poor management of diverse workforce leads to dysfunctional conflicts, frustration and confusion. Results of case studies showed that ADFs that adopt a CDM approach succeeded in enhancing their performance. In addition, training initiatives carried out by NGOs succeeded to integrate architects of color into their communities and uplifting their societies. Results of data analysis identified the barriers to integrating diverse workforce in ADFs. These barriers include “Poor communication and spirit of collaboration between diverse workforce”, “Resistance to change”, “Lack of maintaining wage equity and promotion between different workforces based on gender”, “Poor organization culture” and “Lack of Senior Management involvement”. This necessitated taking action towards developing a framework to overcome these barriers to manage diverse workforces towards enhancing the performance of ADFs in Egypt.

Because of the conceptual nature of the proposed framework, it has to be tested and validated to ensure its capability to overcome the barriers of managing culturally diverse workforces as an approach for enhancing the performance of ADFs in Egypt.

This research presents a practical solution to enhance the performance of ADFs in Egypt through managing cultural workforce diversity.

The research identified and analyzed the barriers that obstruct the integration of diverse workforces in ADFs. The research tackled a topic that received scant attention in construction literature with particular emphasis on Egypt. In addition, this paper proposed a CDM framework to enhance the performance of ADFs in Egypt, which represents a synthesis that is novel and creative in thought and adds value to the body of knowledge.

As Japan has been slowly opening up to foreign workers to supplement its shrinking workforce, local employees have had to deal with increased diversity at work, owing to the presence of foreign coworkers. This paper aims to investigate the relationship between foreign coworkers’ nationality (specifically Chinese, Korean and those from Western countries) and the perception of the benefits and threats of cultural diversity in the workplace by Japanese employees.

A sample of Japanese employees working in Japan, half of which working with foreigners, was used, focusing on those Japanese employees who reported working with foreign coworkers of a single nationality.

The authors found that Japanese workers’ perceived benefits of cultural diversity at work, but not perceived threats, are significantly impacted by the unique nationality of their foreign coworkers. Specifically, the effect of coworker nationality is most apparent for the two benefits of “understanding of diverse groups in society” and “social environment,” whereby cultural distance is significantly and positively related to these perceived benefits. And more benefits from cultural diversity at work are perceived by Japanese employees in the presence of Western or Chinese, rather than South Korean coworkers.

In the Japanese context, hiring employees from certain distant and heterogeneous cultures and nationalities could increase the positive perception of multiculturalism at work, therefore facilitating diversity management and fostering inclusion in the culture of the firm.

Very little research in Japan has examined perception biases among native employees based on the nationality of their foreign coworkers, which is critical as globally minded Japanese firms are trying to increase their level of internal internationalization.

This paper seeks to assess the Australian approach to managing a culturally diverse workforce by examining the outcomes of this approach.

The paper applies Syed and Özbilgin's relational, multilevel framework for managing diversity to study policies at three interrelated levels. At the macro‐national level, the paper examines legal and public policy initiatives for managing cultural diversity. At the meso‐organisational level, the paper discusses a variety of workplace diversity management approaches. This discussion encompasses the legal requirements for organisations to remove discrimination, and to create an equal employment opportunity workplace. A voluntary management approach known as “diversity management” is also outlined. At the micro‐individual level, the paper examines unique employment‐related issues faced by ethnic minority workers because of their ethnic, linguistic and religious identities. The multilevel perspectives are synthesised in a model labelled “the Australian model for managing cultural diversity”.

The legal framework in Australia places only limited obligations on organisations to manage cultural diversity. As a consequence, while a range of organisational responses have proliferated, an integrated approach towards managing culturally diverse workers is absent. The paper argues that, unless cultural diversity is tackled at multiple levels and in a more integrated way, any attempt to either understand or manage such diversity may prove unrealistic.

The paper offers helpful advice to decision makers at the macro‐national and meso‐organisational policy levels vis‐à‐vis developing a realistic understanding of managing diversity through a multilevel framework.

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.