During daily walks around the plant the researcher gradually became familiar

During daily walks around the plant the researcher

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briefings, production operations, and accompanied sales personnel on the road etc. During daily walks around the plant, the researcher gradually became familiar with a substantial part of the organization members, at all levels, and in all functions. However, since the researcher was not directly connected to any department, there was no danger of becoming too much a full member of any group. Officially, diversity management initiatives were housed by the subsidiary’s HR department. However, in reality, due to the organization’s limited size, policies regarding diversity management seemed to be communicated directly from the General Manager. Most working hours were spent at the workplace. Furthermore, evenings and weekends (Fridays) were spent interacting with and observing the group of Danish expatriates where they lived in a large compound. The researcher participated in a number of parties, dinners, and other social gatherings. Accordingly, the author may thus have acquired a deeper understanding of the Danish community compared to Third Country Nationals (TCNs). However, TCNs had relatively little spare time compared to the expatriates, and interaction with these employees during work hours provided good insight into their values and attitudes to diversity management. The Danish nationality of the researcher may have affected the situation. The researcher, however, presented himself as an independent researcher, and a large number of TCNs saw the interview as an opportunity to air disagreements in an anonymous context. Altogether, the degree of observation and participation that occurred depended on the different activities. During business meetings in the management group or sales target meetings lead by TCN supervisors, the main focus was on observation, and in social gatherings it was mainly participation, etc. Observations were often discussed with a Danish expatriate contact person. This person was a younger member of the management group and not yet entirely integrated in the workplace. Interviews Data from semi-structured interviews with expatriate managers (16) and TCNs (13) are used. Moreover, five interviews with headquarters employees are included. Interviews with headquarters employees were conducted before the fieldwork and some comments on the results were collected after. Interviews in the subsidiary were conducted during the whole extent of the fieldwork in order to be able to discuss observations made in the field. Each 8
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interview covered a standard set of questions, although the researcher encouraged interviewees to raise and discuss a variety of additional, related topics as well. Moreover, specific questions were added in relation to observed incidence and adjusted to interviewees. At the end of each interview, interviewees were asked to share any additional information they felt was relevant. At that point, some further comments on the situation were sometimes expressed. To increase the accuracy of their responses, each interviewee was assured anonymity.
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