example a policy of excluding women entirely from the workplace would be

Example a policy of excluding women entirely from the

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example, a policy of excluding women entirely from the workplace would be impossible in all OECD counties. Reputation management could also be more critical in certain areas due to different consumer patterns or to accessibility for the press or NGOs. Finally, in some areas, 17
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such as the Gulf countries, discrimination may be a financial advantage. Hence, there could be some business advantages in maintaining ambiguity in international diversity management programs. Theories of global integration and local responsiveness may, thus, be of some use in explaining international diversity management practices. However, intensions, business incentives, and power related issues should clearly also be taken into consideration when analyzing MNCs’ motivation to transfer diversity management practices. The local subsidiary management, which in this case was dominated by headquarters nationals, may also have had reasons to avoid a full integration of global ideals. This dominant group used their own interpretation of diversity management to maintain their position and to promote management practices that could further their own opportunities beyond their international stationing. Hence, individual economic and career related motives may have influenced the interpretation and implementation of diversity management practices in the subsidiary. Moreover, communication difficulties and social categorization issues may also have influenced the decision to use the ethnical hierarchy to organize labor in the subsidiary . This also leads to cross-cultural adaption as a useful lens for understanding developing workplace racism in MNC subsidiaries . Some organization environments are known to put extensive pressure on expatriates to adjust . In the presented case it was not a question of adjusting to Saudi practices but more to adjust to a dominating racism that existed in the management group. The current study analyzes international diversity management at different levels. At the macro level corporate policies and practices are outlined. The meso level includes group dynamics and intergroup interaction patterns in the subsidiary. Finally, racism and personal strategies for resources maximization relate to micro level reactions to diversity. The presented case demonstrates that these levels should not be understood in isolation. They are interrelated and affect each other in different ways. Accordingly, the results support the argument that a relational approach that bridges the divide between macro-, meso-, and micro levels of analysis will arrive at a more comprehensive, realistic, and context specific framing of international diversity management . In this regard, the reinterpretation of national and corporate diversity management ideals by the local group of expatriate managers and single individuals was made possible by a number of ambiguities that made it difficult for outsiders to access the practice and results of the subsidiary’s diversity management approach.
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