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Ethnic conflicts and their links to international human trafficking have recently received a surge in international attention. It appears that ethnic conflicts exacerbate the internal displacement of individuals from networks of family and community, and their access to economic and social safety nets. These same individuals are then vulnerable to being trafficked by the hopes of better economic prospects elsewhere. In this chapter, we empirically examine this link between ethnic fragmentation, conflicts, internally displaced persons, refugees, and international trafficking, making use of a novel dataset of international trafficking. We conduct a direct estimation, which highlights the ultimate impact of ethnic fragmentation and conflict on international trafficking through internal and international displacements.

In the context of intense intercultural experience, the individual’s identity is often transformed by the forces of acculturation. Unexpectedly powerful demands, influences, and resistances buffet the values, beliefs, and behaviors of the sojourner, leading to confusion, and eventually resolution of profound identity issues. The resulting sense of being between two cultures or more, living at the edges of each, but rarely at the center, can be called cultural marginality. When these issues remain unresolved, the person is often confounded by the demands, and feels alienated in a state called encapsulated marginality. The constructive marginal resolves these questions by integrating choices from each culture of which the person is a part, choosing the appropriate frame of reference, and taking action appropriate for the context.

Global leaders need to recognize the characteristics of the marginal identity and leverage the skills the marginal brings to the organization. The mindset of hybrid professionals fosters increased creativity, culturally appropriate problem solving, and collaboration with other culture partners. Educators, trainers, and coaches can design developmental opportunities for sojourners to acculturate to new environments in a way that potentiates their intercultural competence and comfort with their bicultural mindset. By viewing a complex cultural identity as an asset to the organization, global leaders can avoid the common pitfall of overlooking cultural marginals and instead maximize their contribution to globalization.

This paper aims to scrutinise the concept of “African Management” that increasingly fuels the debate on the management research of African organizations. Indeed, while management research in African context is all but invisible in management literature, the notion of “African management” emerges through a piecemeal corpus of literature that has arisen in response to the exclusion and marginalisation of Africa in the broad field of management literature. The idea underlying this reasoning is that the Western management model prevailing so far in Africa is inadequate because of cultural considerations. However, what is meant by “African management” still remains unfamiliar to both researchers and practitioners.

The authors conduct a selective review of the fragmented “African management” literature to identify directions it follows. This is carried out through an analytical framework aiming at investigating the usability of the “African management”.

The paper identifies the key elements underlying the “African management” narrative. It also articulates these elements within a frame which represents an unprecedented attempt to render advocacy of “African management” more insightful.

The vibrant economic trends of Africa and its forthcoming dynamics are on the spotlight. At the same time, this upturn raises again a central concern about African societies’ development in which organisations are expected to play a pivotal role. Yet the paucity and fragmented nature of the current state of “African management” research do not enable either practitioners or academics to get a deep understanding of African organisations. This article constitutes a major contribution by setting up a scheme of identifying convincingly the analytical parameters that really count in African organisations.

Discusses structural and labour market issues associated with the processes of employment equity and diversity management in South African organizations. Argues that effective individual and organizational change are most likely to occur when human resource development and diversity management approaches are adopted simultaneously. Contends that appropriate information is a critical component for planning, monitoring and evaluating the effectiveness of HRD and diversity management.

Using a sample of 86 countries over the 1960–1999 period, this paper investigates the differential growth effects of ethnic division across cultural regions. While the evidence supports a negative relationship between ethnic fragmentation and economic growth, this relationship is significant only for Africa and Latin America. This study also uses a religious measure of ethnic fragmentation, and finds that religious diversity has a positive impact on growth. This impact, however, is present only in the Middle East and East Asia. Some possible reasons behind the heterogeneous effects of ethnic diversity are also explored.

We can divide the humanity into 5,000 ethnic groups who reside in 160 distinct states in the world. On an average this implies that only one randomly picked state out of every 10 states is ethnically homogenous. In other words the borders between different ethnic groups do not accord with national borders. We, hence, live in a melting pot of ethnicity and most countries are ethnically heterogeneous. In an alternative fashion, we can make a statement about our ethnic diversity by making a simple observation that there are over 600 living language groups in 184 states in the world. There is thus a reason to believe that the human race confronts a serious and endemic ethnic diversity, which is also increasingly accompanied with unprecedented ethnic rivalry, competition, conflicts, violent clashes and all-out wars. Our chapter provides a comprehensive investigation into the economic causes and consequences of ethnic heterogeneity in our modern world. In order to understand the basic economics of ethnic diversity, we will focus our attention to what is commonly known as ‘global firms’ who employ people from diverse ethnic backgrounds. The consequences will be examined in the context of modern societies where the global firms play an important economic role.

This paper aims to examine the impact of caste and religious diversity on human capital outcome and external effect of ethnic capital on human capital accumulation process based on social fragmentation of West Bengal state which is mainly shaped under caste and religious lines.

A field survey was undertaken in which 440 respondents belonging to 440 households were interviewed in four municipalities of West Bengal – one each for most homogeneous and most heterogeneous along caste dimension and the equal number along religious line. For a cross sectional study during a one‐year period between January‐December 2006, this study considers stratified random sampling method (a mixture of both purposive and random sampling). In addition to construction of caste and a religion based fractionalization indexes, this study considers regression analyses of ordinary least square method in order to explore the stated objectives.

It suggests that more heterogeneous localities have lower outcome of per capita education after controlling the effect of per capita income. Moreover, the external effect of ethnic capital in heterogeneous localities has also lower outcome of human capital accumulation process.

The lower human capital accumulation in the heterogeneous localities along caste and religious dimensions might play an adverse effect on economic growth, crime, markets, technological breakthroughs and the arts and science. So, institutional measures by government and non‐government sources are needed to improve the stock of human capital, particularly in the heterogeneous localities influencing the positive impact on higher socio‐economic outcome in those localities.