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1 – 10 of 21Henriett Primecz and Jasmin Mahadevan
Using intersectionality and introducing newer developments from critical cross-cultural management studies, this paper aims to discuss how diversity is applicable to changing…
Abstract
Purpose
Using intersectionality and introducing newer developments from critical cross-cultural management studies, this paper aims to discuss how diversity is applicable to changing cultural contexts.
Design/methodology/approach
The paper is a conceptual paper built upon relevant empirical research findings from critical cross-cultural management studies.
Findings
By applying intersectionality as a conceptual lens, this paper underscores the practical and conceptual limitations of the business case for diversity, in particular in a culturally diverse international business (IB) setting. Introducing newer developments from critical cross-cultural management studies, the authors identify the need to investigate and manage diversity across distinct categories, and as intersecting with culture, context and power.
Research limitations/implications
This paper builds on previous empirical research in critical cross-cultural management studies using intersectionality as a conceptual lens and draws implications for diversity management in an IB setting from there. The authors add to the critique of the business case by showing its failures of identifying and, consequently, managing diversity, equality/equity and inclusion (DEI) in IB settings.
Practical implications
Organizations (e.g. MNEs) are enabled to clearly see the limitations of the business case and provided with a conceptual lens for addressing DEI issues in a more contextualized and intersectional manner.
Originality/value
This paper introduces intersectionality, as discussed and applied in critical cross-cultural management studies, as a conceptual lens for outlining the limitations of the business case for diversity and for promoting DEI in an IB setting in more complicated, realistic and relevant ways.
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This paper shows the benefits of multi-sited ethnography for global migration studies in management, in particular when cosmopolitan self-initiated expatriates meet a local…
Abstract
Purpose
This paper shows the benefits of multi-sited ethnography for global migration studies in management, in particular when cosmopolitan self-initiated expatriates meet a local setting.
Design/methodology/approach
The author conducted a multi-sited ethnography to trace how a local East German research organization’s well-intended approach to integration becomes condescending.
Findings
Highly skilled non-Western migrant employees who represent English-language cosmopolitanism are framed as negatively “foreign” by corporate discourses and practices. This phenomenon can only be understood if one follows the interconnections of language power, White subalternity and compressed modernity and if one considers the immediate surroundings, the historical context of East German identity and wider migration frames in Germany.
Research limitations/implications
Multi-sited ethnography, if power-sensitive and historically-aware, is suitable for understanding the multi-level phenomenon of global migration and identifying limiting framing-effects on management and organizations. Researcher standpoint is both its strength and its limitation.
Practical implications
Managers and companies can “imagine otherwise” and move beyond the unquestioned dominant frames limiting their problem analyses and, consequently, their strategies and actions.
Social implications
Managers and companies are enabled to move beyond individual- and corporate-level approaches to managing migration at work and can thus take up full social responsibility in the sense of good corporate citizenship on a global level. Global mobility researchers can work towards an inclusive migration theory.
Originality/value
Multi-sited ethnography, in particular, one that is power-sensitive and historically aware, is an approach not yet applied to migration in the context of management and organization. By means of an example, this paper illustrates the value of this approach and enables researchers to understand its main principles. Compressed modernity and White subalternity are introduced as novel concepts structuring migration, and language power emerges as relevant far beyond the scope of the multinational corporation.
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Jasmin Mahadevan, Katharina Kilian-Yasin, Iuliana Ancuţa Ilie and Franziska Müller
The purpose of this paper is to highlight the dangers of Orientalist framing. Orientalism (Said, 1979/2003) shows how “the West” actually creates “the Orient” as an inferior…
Abstract
Purpose
The purpose of this paper is to highlight the dangers of Orientalist framing. Orientalism (Said, 1979/2003) shows how “the West” actually creates “the Orient” as an inferior opposite to affirm itself, for instance by using imaginative geographical frames such as “East” and “West” (Said, 1993).
Design/methodology/approach
Qualitative interviews were conducted with the members of a German-Tunisian project team in research engineering. The interview purpose was to let individuals reflect upon their experiences of difference and to find out whether these experiences are preframed by imaginative geographical categories.
Findings
Tunisian researchers were subjected to the dominant imaginative geographical frame “the Arab world.” This frame involves ascribed religiousness, gender stereotyping and ascriptions of backwardness.
Research limitations/implications
Research needs to investigate Orientalist thought and imaginative geographies in specific organizational and interpersonal interactions lest they overshadow managerial theory and practice.
Practical implications
Practitioners need to challenge dominant frames and Orientalist thought in their own practice and organizational surroundings to devise a truly inclusive managerial practice, for instance, regarding Muslim minorities.
Social implications
In times of Islamophobia and anti-Muslim sentiment in “the West,” this paper highlights the frames from which such sentiments might originate, and the need to reflect upon them.
Originality/value
The theoretical value lies in introducing a critical framing approach and the concept of imaginative geographies to perceived differences at work. For practice, it highlights how certain individuals are constructed as “Muslim others” and subjected to ascriptions of negative difference. By this mechanism, their inclusion is obstructed.
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Jasmin Mahadevan and Anja P. Schmitz
This study shows how presumed “HR-trends,” such as the recent promotion of Employee Experience (EX) design, are never value-free ideas of a presumably objective “best practice”…
Abstract
Purpose
This study shows how presumed “HR-trends,” such as the recent promotion of Employee Experience (EX) design, are never value-free ideas of a presumably objective “best practice”, but rather a vehicle for legitimizing HR in the organization, and investigate the implications.
Design/methodology/approach
This study is rooted in critical HRM studies. Our methodology is the critical discourse analysis (CDA) of online job postings concerning “EX-positions.”
Findings
EX is a new vehicle for HR's ongoing struggle for legitimacy. By repositioning HR managers as “EX-designers,” it promises to integrate the previously conflicting roles of HR as advocate of the individual employee and as strategic partner on the organizational level. Yet, it also raises the question of what is at stake for HR and might even decrease the organizational involvement of HR.
Research limitations/implications
This study highlights the relevance of a critical HRM perspective for moving beyond disciplinary blind spots. It shows the value of CDA for gathering insights into the hidden assumptions underlying HRM theory and practice.
Practical implications
EX design has been put forward as a new best-practice HR trend, promoting the relevance of HR in the organization. This paper shows that this trend is associated with potential gains as well as with potential losses. Practitioners need to be aware of these risks in order to increase the likelihood for a positive impact when implementing EX design.
Originality/value
The authors show how HR trends, such as EX, are manifestations of HR's ongoing struggle for legitimacy. Specifically, the authors uncover the legitimization agenda underlying EX, its implications for HR roles and responsibilities and the knowledge claims associated with it.
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Jasmin Mahadevan, Tobias Reichert, Jakob Steinmann, Annabelle Stärkle, Sven Metzler, Lisa Bacher, Raphael Diehm and Frederik Goroll
We conceptualized the novel phenomenon of COVID-induced virtual teams and its implications and provided researchers with the required information on how to conduct a…
Abstract
Purpose
We conceptualized the novel phenomenon of COVID-induced virtual teams and its implications and provided researchers with the required information on how to conduct a phenomenon-based study for conceptualizing novel phenomena in relevant ways.
Design/methodology/approach
This article stems from phenomenon-based and, thus, theory-building and grounded qualitative research in the German industrial sector. We conducted 47 problem-centered interviews in two phases (February–July 2021 and February–July 2022) to understand how team members and team leaders experienced COVID-induced virtual teamwork and its subsequent developments.
Findings
Empirically, we found COVID-induced virtual teams to be characterized by a high relevance of shaping positive team dynamics via steering internal moderators; crisis is a novel external moderator and transformation becomes the key output factor to be leveraged. Work-from-home leads to specific configuration needs and interrelations between work-from-home and on-site introduce additional dynamics. Methodologically, the phenomenon-based approach is found to be highly suitable for studying the effects of such novel phenomena.
Research limitations/implications
This article is explorative. Thus, we advocate further research on related novel phenomena, such as post-COVID-hybrid and work-from-home teams. A model of how to encourage positive dynamics in post-COVID-hybrid teams is developed and lays the groundwork for further studies on post-COVID teamwork. Concerning methodology, researchers are provided with information on how to conduct phenomenon-based research on novel phenomena, such as the COVID-induced virtual teams that we studied.
Practical implications
Companies receive advice on how to encourage positive dynamics in post-COVID teamwork, e.g. on identifying best practices and resilient individuals.
Social implications
In a country such as Germany that faces labor shortages, our insights might facilitate better labor-market integration for those with care-work obligations and international workers.
Originality/value
We offer a first conceptualization of a relevant novel phenomenon, namely COVID-induced virtual teams. We exemplify the phenomenon-based approach as a suitable methodology that serves to build relevant theory using active categorization.
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Claude-Hélène Mayer, Sabie Surtee and Jasmin Mahadevan
The purpose of this paper is to investigate diversity conflict intersections and how the meanings of diversity markers such as gender and race might be transformed. It highlights…
Abstract
Purpose
The purpose of this paper is to investigate diversity conflict intersections and how the meanings of diversity markers such as gender and race might be transformed. It highlights the resources of South African women leaders in higher education institutions for doing so.
Design/methodology/approach
This study proceeds from a social constructivist perspective, seeking to uncover narrated conflict experiences via a hermeneutical approach.
Findings
Women leaders in South Africa experience diversity conflict across multiple intersecting diversity markers, such as gender, race, ethnicity and class. They are united by inner resources which, if utilized, might bring about transformation.
Research limitations/implications
Intersectional approach to diversity conflict is a viable means for uncovering positive resources for transformation across intersecting diversity markers.
Practical implications
Practitioners wishing to overcome diversity conflict should identify positive resources across intersecting diversity markers. This way, organizations and individuals might bring about transformation.
Social implications
In societal environment wherein one diversity marker is institutionalized on a structural level, such as race in South Africa, diversity conflict might be enlarged beyond its actual scope, thereby becoming insurmountable. This needs to be prevented.
Originality/value
This paper studies diversity conflict intersections in a highly diverse societal environment in organizations facing transformational challenges and from the perspective of women leaders.
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Jasmin Mahadevan and Jana Sibylle Zeh
The purpose of this paper is to investigate how non-EU university graduates (third-country graduates, TCGs) experience the intended transition to the German labor market. Through…
Abstract
Purpose
The purpose of this paper is to investigate how non-EU university graduates (third-country graduates, TCGs) experience the intended transition to the German labor market. Through a critical analysis across multiple contexts, the authors intend to increase the reflexive scope of HRM research and practice.
Design/methodology/approach
The explorative study is based on social constructivism. It relies on qualitative data, specifically problem-centered narrative-biographical interviews with ethnic Russian TCGs at three different stages of transition. The authors interpret social identity processes and related ascriptions of strangerness critically and link them to wider contexts and dominant categories of identity.
Findings
Identity processes between social self and other require (dis-) identification with larger identity categories. TCGs as an example of skilled self-initiated expatriates (SIEs) face obstacles when seeking employment, yet, might utilize ascribed strangerness for reclaiming agency. To identify exclusive practices, individual career aspirations and organizational strategy and practice need to be linked to wider societal, institutional and national contexts.
Research limitations/implications
Through a critical analysis across multiple contexts, HRM research and practice is enabled to reflect upon its own implicit assumptions. To identify critical intersections between interpersonal identity-making and dominant identity-categories, HRM researchers need to differentiate between emic self-perception and etic ascriptions, to move beyond individual and organizational levels of analysis and to consider the interrelations between structure and agency.
Practical implications
HRM practitioners performing a critical analysis across multiple contexts are enabled to reflect upon their own implicit assumptions. This allows for improved organizational strategies and practices when trying to identify and secure global talents.
Originality/value
The originality of the paper lies in providing a multi-context critical analysis of TCGs seeking employment, thereby enabling HRM research and practice to reflect upon implicit assumptions, to move beyond dominant categories and to truly identify and secure global talents.
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This article aims to suggest implementing an integrated approach – named intercultural engineering – at university level. Engineering today often takes place across cultures…
Abstract
Purpose
This article aims to suggest implementing an integrated approach – named intercultural engineering – at university level. Engineering today often takes place across cultures, locations and organizations. As a result, many companies have included cross-cultural training activities into their internal human resource development program. However, current practice neglects the engineering context and might enable sophisticated stereotyping.
Design/methodology/approach
This article presents the case of a German bachelor study program in International Industrial Engineering and the theoretical foundations of its design.
Findings
Engineering education needs to move beyond simplistic comparative cross-cultural management theory. It needs to acknowledge cultural complexity in engineering through an integrated development of competencies for utilizing the benefits of cultural diversity.
Originality/value
The contribution of this article lies in providing a practical example of how to develop integrated competencies for cultural diversity in engineering, as based on latest theory.
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This article seeks to analyze retrospective and emergent narratives in a changing organization. It aims to uncover the emic meanings of resistance to diversity change.
Abstract
Purpose
This article seeks to analyze retrospective and emergent narratives in a changing organization. It aims to uncover the emic meanings of resistance to diversity change.
Design/methodology/approach
This article is based on interpretative research in a German high‐tech company, informed by the anthropological frame of mind.
Findings
The organization studied needs to cope with an increasing number of foreign employees. As narrative analysis showed, English language and diversity are associated negatively with an organizational dark age. In the past, a focus on sameness and on German language has been a successful counter‐strategy. Yet, in the present, this strategy forces German and non‐German employees into a dichotomist relationship that hinders diversity change. Through narrative analysis, other values of the past, such as caring for each other, and the metaphor of organization as family, are discovered. These concepts are highly adaptable to the new present and should be supported and facilitated in order to create trans‐cultural sameness.
Research limitations/implications
The contribution of this article is to show how to utilize identity‐based resistance for organizational change, in this case diversity change. Emergent and retrospective narratives of the self are a viable tool of analysis.
Originality/value
Identity‐based resistance to change originates in the inability to link the past collective self to present conditions. This is often seen as an obstacle to change. This article uncovers the emic meanings of resistance, thereby utilizing it for diversity change.
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