Relevant bibliographies by topics / Cultural diversity

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Cultural diversity'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 July 2024

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Journal articles on the topic "Cultural diversity"

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Braendle, Udo, and Markus Stiglbauer. "Cultural diversity in German boards." Problems and Perspectives in Management 15, no. 3 (October 27, 2017): 179–82. http://dx.doi.org/10.21511/ppm.15(3-1).2017.01.

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The rise of MNCs, the expansion of the EU and several M&As have exposed German boards to a variety of cultures. But does diversity in the boardrooms improve performance? Based on an empirical study on German publicly listed companies, this unique research into cultural diversity answers the question if the level of cultural variety and cultural distance on boards of directors have an influence on firm performance in Germany. The results, which show a negative, linear influence of both cultural variety and cultural distance on operating performance measures, show empirical support for the importance of contextual factors in the relationship between diversity and performance. The authors ask for careful consideration before implementing regulations on board diversity.
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Brooks, Roy L. "Cultural Diversity." Monist 95, no. 1 (2012): 17–32. http://dx.doi.org/10.5840/monist20129513.

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Glazner, Linda K. "Cultural Diversity." AAOHN Journal 56, no. 10 (October 2008): 440. http://dx.doi.org/10.3928/08910162-20081001-05.

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Piki, Elizabeth Sango. "Cultural diversity." Nursing Standard 24, no. 29 (March 24, 2010): 59–60. http://dx.doi.org/10.7748/ns.24.29.59.s51.

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Piki, Elizabeth Sango. "Cultural diversity." Nursing Standard 24, no. 29 (March 24, 2010): 59. http://dx.doi.org/10.7748/ns2010.03.24.29.59.c7630.

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PHAN, Peter C. "Cultural Diversity." Louvain Studies 19, no. 3 (September 1, 1994): 195–211. http://dx.doi.org/10.2143/ls.19.3.2013731.

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JU, Schneiderman. "Cultural Diversity." Nurse Practitioner 23, no. 8 (August 1998): 80. http://dx.doi.org/10.1097/00006205-199808000-00010.

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Jones, Meg. "Cultural diversity." 5 to 7 Educator 2009, no. 59 (November 2009): xviii—xix. http://dx.doi.org/10.12968/ftse.2009.8.11.44721.

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Tibbetts, John, and Patty Keeton. "Cultural Diversity." Adult Learning 3, no. 7 (May 1992): 7. http://dx.doi.org/10.1177/104515959200300703.

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Angelucci, Patricia. "Cultural Diversity." Nursing Management (Springhouse) 26, no. 8 (August 1995): 72. http://dx.doi.org/10.1097/00006247-199508000-00021.

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Dissertations / Theses on the topic "Cultural diversity"

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Jonsson, Anneli, and Dhakshayene Holmgren. "Cultural diversity in organizations : A study on the view and management on cultural diversity." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-74452.

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Cultural diversity is a subject that has been getting growing attention not just internationally but also in Sweden in the 21st century. The globalization of economies and the migration has dramatically increased opportunities while also affecting organizations in a manner that it requires it to be more open and accommodative towards a heterogeneous working environment. Unfortunately many companies do not see the advantages that cultural diversity could bring and how a well managed cultural diversity could essentially achieve competitive edge in the market. Therefore there is little to be found regarding how organizations today view and manage a culturally diverse workforce, especially in a Swedish working environment. The lack of this typeof research in a Swedish context creates a possible research gap and leads to this study ininvestigating the organizations in Västerbotten and their view and management of cultural diversity. Thus the research question: How do Swedish organizations view and manage cultural diversity? In order to gain insights to this question, previous research has been investigated and some main theories have been selected. Through this it has been found that cultural diversity is a complex subject that can bring both positive and negative effects to an organization. These are in turn affecting how cultural diversity is viewed by that organization. Furthermore, this view affects how cultural diversity is managed, and the management in turn affects the result this concept brings to the company. This in turn has been represented in a theoretical model representing the relationship between these concepts. The main theory that is used throughout thenstudy and in analyzing the empirical data is Adler’s approaches to answer the research question. This study takes view of interpretivism and constructionism as its philosophical stance. This has led to the choice of conducting a qualitative research approach with mixed method that is a combination of both the deductive and inductive way of collecting data. The research is conducted through multiple case study design with semi structured interviews as the way of gaining empirical data. These interviews have been conducted on seven organizations within Västerbotten that represents different types of industries within this region. As it is shown in this study the cultural diversity is viewed in a positive way and managed to achieve synergy within the organizations in Västerbotten. The firms believe that in order to develop and gain competitive advantage, they need to accommodate cultural diversity and create an atmosphere that is open and flexible. Still most of the firms lack the holistic view as they fail to articulate diversity at the strategic level and consequently in all dimensions of the organization.In addition the study has also identified different influential factors of cultural diversity, such as the geographical location, organizational culture, cultural diversity leading to cultural diversity, customers’ diversity and managers’ perspectives affects the existence of cultural diversity within an organization. These findings have been presented in the developed analytical model in the conclusion.
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ANJORIN, RASHIDAT, and AVNI JANSARI. "MANAGING CULTURAL DIVERSITY AT WORKPLACE." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-40190.

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Abstract: Background: Cultural diversity within a workplace is increasingly becoming important as more organisations are embracing it within the global workforce. Some of its effect have been linked to performance outcomes according to past reviews and as a result, there are more suggestions on the need to study how various organisations manage their cultural diversity. Universities as an organisation has also blended in the internationalisation practice through human resources and diverse employees to form a part of the economic globalisation. Purpose: The purpose if this paper is to examine how cultural diversity is managed in a Swedish university, Jönköping International Business School (JIBS). Also, further investigation is on the employee’s perception of how the practices and policies of cultural diversity is being delivered by the management at the university. Method: An exploratory research is conducted for this paper and the empirical findings is gathered through a qualitative research. The primary research is retrieved by semi-constructed interviews. The human resource department and teachers from different backgrounds and countries were interviewed to find out how the teachers perception of cultural diversity management at their workplace based on how the practices and policies were delivered to them. Findings: Based on the interviews it was found that the cultural diversity management as a topic is well understood by both the management and the employees. However, the study revealed that the employees do not perceive it in the same manner it was being delivered to them by the management. The issues and practices connected to managing cultural diversity is not entirely provided by the management within the work environment. It essential that the management provide for more effectively communicated structure.
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Ivanova, I. "Cultural diversity in public speaking." Thesis, Київський національний університет технологій та дизайну, 2021. https://er.knutd.edu.ua/handle/123456789/18496.

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Freville, C. Benjamin. "Pastoral care and cultural diversity." Theological Research Exchange Network (TREN), 1992. http://www.tren.com.

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Maged, Shireen. "Teacher education for cultural diversity." Thesis, Curtin University, 2011. http://hdl.handle.net/20.500.11937/1499.

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The rapidly growing cultural diversity of school children is an international trend that has been accompanied by concerns that teacher education programmes are not adequately preparing pre-service teachers for culturally diverse classrooms. This qualitative instrumental case study was conducted to gain deep insights into how one teacher education programme at a New Zealand university prepared pre-service teachers for cultural diversity. The study was conceptualised, conducted and analysed through a critical constructivist lens and underpinned by Vygotskian sociocultural theory. The primary research question asked: In what ways are New Zealand pre-service teachers prepared to meet the learning needs of students in culturally diverse classrooms? The question was explored on four levels: Curriculum, pedagogy, perceptions of effectiveness and diversity capacity. Data were collected using semi-structured interviews, observation, document analysis and field notes and were thematically analysed and interpreted through deductive and inductive coding.Results were reported thematically and reflected multiple layers of meaning and interpretations emphasising the complexity of the issue. Key curriculum findings revealed variability in the depth of pre-service teacher preparation for cultural diversity and a predominantly conceptual development of sociocultural competence. The pedagogical findings reported on three types of pedagogical activity, namely dialogic activity, monologic activity and reflective activity and four types of social relationships, namely expert-novice, professional partnership, critical minority and silent minority. Additionally, findings on participant perceptions of effectiveness and on the impact of the teacher’s cultural background on teaching and learning are detailed. The study makes three propositions on how to prepare pre-service teachers for cultural diversity. Limitations of the study and directions for future research are outlined.
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Barton, Bill 1948. "Ethnomathematics: Exploring Cultural Diversity in Mathematics." Thesis, University of Auckland, 1996. http://hdl.handle.net/2292/2332.

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This thesis provides a new conceptualisation of ethnomathematics which avoids some of the difficulties which emerge in the literature. In particular, work has been started on a philosophic basis for the field. There is no consistent view of ethnomathematics in the literature. The relationship with mathematics itself has been ignored, and the philosophical and theoretical background is missing. The literature also reveals the ethnocentricity implied by ethnomathematics as a field of study based in a culture which has mathematics as a knowledge category. Two strategies to over come this problem are identified: universalising the referent of ‘mathematics’ so that it is the same as “knowledge-making”; or using methodological techniques to minimise it. The position of ethnomathematics in relationship to anthropology, sociology, history, and politics is characterised on a matrix. A place for ethnomathematics is found close the anthropology of mathematics, but the aim of anthropology is to better understand culture in general, while ethnomathematics aims to better understand mathematics. Anthropology, however, contributes its well-established methodologies for overcoming ethnocentricity. The search for a philosophical base finds a Wittgensteinian orientation which enables culturally based ‘systems of meaning’ to gain credibility in mathematics. A definition is proposed for ethnomathematics as the study of mathematical practices within context. Four types of ethnomathematical activity are identified: descriptive, archaeological, mathematising, and analytical activity. The definition also gives rise to a categorisation of ethnomathematical work along three dimensions: the closeness to conventional mathematics; the historical time; and the type of host culture. The mechanisms of interaction between mathematical practices are identified, and the imperialistic growth of mathematics is explained. Particular features of ethnomathematical theory are brought out in a four examples. By admitting the legitimacy of other viewpoints, ethnomathematics opens mathematics to new creative forces. Within education, ethnomathematics provides new choices, and turns cultural conflict into a useful tool for teaching. Mathematical activity exists in a variety of contexts. Learning mathematics involves being aware of, and integrating, diverse concepts. Ethnomathematics expands mathematical horizons, so that cultural diversity becomes a richer contributor to the cultural structures which humans use to understand their world.
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Boulanger, Charlotte, and Laura Pazzaglia. "Leading Cultural Diversity: Strategies & Skills." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-26278.

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Today’s business world is facing a continual increase of globalization that opened the borders of nations. Organizations see in multicultural teams and cultural diversity a way to respond to this phenomenon. Cultural diversity in multicultural teams is a new challenge for leaders. Indeed, they need to develop new strategies and skills to include individuals coming from different cultures in order to ensure the proper functioning of the team and achieve effectiveness. The purpose of our thesis – labeled “Leading Cultural Diversity: Strategies and Skills” – is to find out, through interviews and conversations with actual leaders, which strategies and skills are necessary in global organizations. The findings might be applied in other fields where cultural diversity plays an important role.
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Taylor, Sam Lorraine. "The liberal state and cultural diversity." Thesis, University of Newcastle Upon Tyne, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285366.

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Kokt, Desere, and Werner Vermeulen. "The team leader and cultural diversity." Journal for New Generation Sciences, Vol 2, Issue 1: Central University of Technology, Free State, Bloemfontein, 2004. http://hdl.handle.net/11462/452.

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In a diverse working environment such as the South African situation, it is imperative that issues surrounding cultural diversity, and its impact on employees should be examined. This article reflects on a study conducted in the South African security industry, as one of the few industries that utilise diverse work teams as part of their operational success. The rational for using work teams will be explained, with an emphasis on the team leaders. The model of Eales-White (1996: 26) was applied to the development of the team member questionnaire, and the subsequent results will be reported.
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Amadi, M. "Cultural diversity between Ukraine and Nigeria." Thesis, Sumy State University, 2019. https://essuir.sumdu.edu.ua/handle/123456789/77271.

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Books on the topic "Cultural diversity"

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Arts Council of England. Library. Cultural diversity. London: Arts Council, 1994.

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Kottak, Conrad Phillip. Cultural anthropology: Appreciating cultural diversity. New York: McGraw-Hill, 2011.

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Miller, Lynda. Cultural cobblestones: Teaching cultural diversity. Metuchen, N.J: Scarecrow Press, 1994.

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1951-, Johnson Elaine, ed. Cultural diversity guide. Southampton: Meridian, 2001.

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Hayes, Maurice. Cultural diversity (draft). [Belfast]: the author, 1990.

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Hayes, Maurice. Whither cultural diversity. [Belfast]: the author, 1990.

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Hayes, Maurice. Whither cultural diversity? Belfast: Community Relations Council, 1991.

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Association, British Dental. Religious & cultural diversity. London: British Dental Association, 2002.

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Buchen, Irving H. Cultural diversity manual. Cleveland, Ohio: Distributed by Info-Tec Inc., 1991.

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Association, American Correctional, ed. Understanding cultural diversity. Laurel, MD: American Correctional Association, 1993.

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Book chapters on the topic "Cultural diversity"

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Alvarez, Allen Andrew. "Cultural Diversity." In Encyclopedia of Global Bioethics, 1–11. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05544-2_128-1.

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Gunkel, Marjaana. "Cultural Diversity." In Handbuch Strategisches Personalmanagement, 377–99. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6549-3_20.

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Metaxa, Victoria, and E. Wesley Ely. "Cultural Diversity." In Compelling Ethical Challenges in Critical Care and Emergency Medicine, 49–55. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-43127-3_5.

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Viswanathan, Leela. "Cultural Diversity." In Encyclopedia of Quality of Life and Well-Being Research, 1387–88. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-0753-5_640.

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Gunkel, Marjaana. "Cultural Diversity." In Handbuch Strategisches Personalmanagement, 425–44. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-00431-6_24.

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Viswanathan, Leela, and Sarem Nejad. "Cultural Diversity." In Encyclopedia of Quality of Life and Well-Being Research, 1–3. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-69909-7_640-2.

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La Roche, Martin J., and Michael S. Christopher. "Cultural Diversity." In Handbook of Clinical Psychology Competencies, 95–122. New York, NY: Springer New York, 2010. http://dx.doi.org/10.1007/978-0-387-09757-2_4.

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Goddard, Lynette. "Cultural Diversity." In Performance Studies, 125–32. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-46315-9_15.

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Wickstrom, Amy, and Ben K. Lim. "Cultural Diversity." In Encyclopedia of Cross-Cultural School Psychology, 302–8. Boston, MA: Springer US, 2010. http://dx.doi.org/10.1007/978-0-387-71799-9_109.

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Alvarez, Allen Andrew. "Cultural Diversity." In Encyclopedia of Global Bioethics, 781–90. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-09483-0_128.

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Conference papers on the topic "Cultural diversity"

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Tzafestas, Elpida S. "Cultural diversity dynamics." In 2011 Ieee Symposium On Artificial Life - Part Of 17273 - 2011 Ssci. IEEE, 2011. http://dx.doi.org/10.1109/alife.2011.5954669.

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Dong, Wei, Kate Ehrlich, Michael M. Macy, and Michael Muller. "Embracing Cultural Diversity." In CSCW '16: Computer Supported Cooperative Work and Social Computing. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2818048.2835198.

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Smith, Natalia, and Anton Antonov. "DETERMINING THE DEGREE OF CULTURAL DISTANCE IN DIVERSITY MANAGEMENT." In III International Conference Technology & Entrepreneurship in Digital Society. Real Economy Publishing House, 2021. http://dx.doi.org/10.17747/teds-2020-33-35.

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In the process of transforming the priority of material and technical values to the paradigm of flexible thinking, communicative interaction becomes a new value, which is a vital competence in the integrative multicultural reality of the global world, where cultural diversity is recognized as a key value. Diversity management is now dominant in organizational management, the ability to focus on organizing behavior based on the interaction of all parties in an environment where many cultures are intertwined. The multidimensionality of the multicultural environment poses a challenge in determining the degree of cultural distance in an organization. This allows us to understand the similarities and differences between the host culture and the culture of foreign visitors and students, and to identify gaps and barriers to intercultural interaction and adaptation tools. It also calls for the formation of all actors in the educational process of the necessary knowledge and skills that contribute to their adequate orientation in belonging to their own culture and awareness of the influence of their value dominants in practical situations of intercultural communication. Thus, in organizational management, host Russian universities face the challenge of recognizing their own cultural paradigm and thinking.
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Hartescu, Ioana. "ONE SIZE FITS ALL? – CULTURAL DIVERSITY REFLECTED IN INSTRUCTIONAL DESIGN MODELS." In eLSE 2012. Editura Universitara, 2012. http://dx.doi.org/10.12753/2066-026x-12-080.

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Online learning programs have become more accessible to a wide range of learners all over the world. This raises the question whether differences between various groups are taken into consideration in the design of these programs. While new devices and technologies make learning more readily available, ignoring cultural issues can lead to a total breakdown of communication. This study aims to investigate how issues of culture should influence instructional design of online courses. Globalization of education led to a need to consider cultural diversity as an important factor in the adoption and effectiveness of learning. This is enhanced by the fact that e-learning breaks time and space barriers, being available to students from any geographical area, interacting outside the boundaries of a common context. Learners have the opportunity to study anytime, anywhere. Universities are becoming more open to international students; some are setting branch campuses in different parts of the world. Multinational organizations have offices in different countries, staffed with local employees, who need to work in a similar way with their colleagues all over the world. Interdisciplinary teams are required to work together and find a common language. In all cases, instructional designers are creating courses for people from a different culture than their own, and often for heterogeneous audiences coming from a multitude of cultures, each student needing to transfer what they learn into their own context. The paper defines culture, starting from Hofstede’s five dimensions characterizing national cultures (Hofstede, 1996), and argues that in the context of online learning the notion of culture should be extended to include other cultural models, apart from the national one, such as organizational culture and professional groups culture (Schein, 1990). Acknowledging that culture means more than nationality, and individuals often belong to more than one culture (Collis, 1999) helps paint a complex situation which the instructional designer must deal with. Given the complexity of the context presented above, the present study investigates how do models of instructional design take into account cultural diversity, by answering the following research questions: • Should instructional design take into account cultural aspects at all? • Should instructional design strive for a culture-free product? • How can the instructional design model incorporate awareness of cultural issues? • What are the implications for instructional designers and their professional development? A fairly wide range of responses and models are suggested by the literature (and are detailed in the full paper), but the responsibility of choosing and applying them lies with the instructional designer. Since culture is a relatively new concern in the field of instructional design, few of these models were applied in contexts significant enough in order to generate solid recommendations or to indicate an obvious choice. This situation makes the decision of instructional designers even more difficult. The voices of instructional designers are also presented, combining the results of the study did by Rogers, Graham and Mayes (2007) into instructional designers creating courses for students from various national cultures, with the results of a case study research conducted by the author regarding instructional designers working for learners from various organizational and professional cultures. Recommendations into further research connected to the issues identified conclude the paper.
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Dodu-Savca, Carolina, and Elena Ernu. "Diversity of identity, bilingualism and pluriculturalism in western and eastern cultures." In Masa rotunda "Multilingvism și Interculturalitate in Contextul Globalizarii”, editia III. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/9789975147835.03.

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In a culturally diverse and globalized society, where half of the world’s population is estimated to be bilingual, the concept of cultural identity appears to be constantly influenced in ways it has never been before. The number of people suffering from a crisis of cultural identity is rapidly increasing. This can be explained by the fact that as members of two or more cultures, many do their hardest to integrate into the dominant culture, even if it means sacrificing the values of the culture in which their parents were raised, only to have a sense of belonging in the dominant culture’s society. In this article we try to identify the specific features of bilingualism and pluriculturalism in social and family context in Western and Eastern cultures. Using France in the West and South Korea in the East as examples, we examined from various perspectives how immigrants who are fluent in the dominant culture’s language, have adopted its values into their lifestyle, yet even after spending in this country the most of their lives they feel alienated and discriminated. Based on documentary, analytical, historical, descriptive, and juxtaposed comparative methods of research we reached to the conclusion that while we advocate for equality regardless of ethnicity, gender, colour, or religion, equality remains an ideal that we have failed to achieve because we are still reluctant to fully accept cultural diversity of Identity.
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Crafa, Daina, and Saskia Nagel. "Representing Human Cultural and Biological Diversity in Neuropsychiatry: Why and How." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2016. http://dx.doi.org/10.4087/qxuw6466.

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Over the past decade, findings from cultural neuroscience have demonstrated that functional neural processes vary significantly across populations. These findings add a new dimension to the well-established literature describing cultural differences in human behavior. Although these findings are informative for understanding complex relationships between social and neurobiological processes, they also have significant implications for psychiatric research. Neuropsychiatry already co-considers the relationship between brain and social world; however, its research findings notoriously underrepresent diverse cultural, ethnic, and gender groups. Considering that psychiatric patients across cultures exhibit different behavioral presentations and symptom distributions, they may exhibit equally different functional neural processes as well. Increasing representation of diverse patient groups in neuropsychiatric research would allow potential differences to be investigated and understood. Although cross-cultural comparisons may be the most direct means of accomplishing this goal, such studies must be carefully constructed to avoid reinforcing stigmas or stereotypes when working with sensitive patient populations. For example, hypotheses and inclusion criteria must avoid reliance on stereotypes or conflation of geographic boundaries with cultural boundaries. These pitfalls point to deeper problems with current approaches to culture-brain research, which lack operational definitions of ‘culture’ more generally. After outlining these issues, solutions to these methodological problems will be presented and an operational definition of culture for neuropsychiatry will be proposed.
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Welzer, Tatjana, Marjan Druzovec, Marko Kompara, and Marko Holbl. "Cultural Diversity in Database Teaching." In 2019 29th Annual Conference of the European Association for Education in Electrical and Information Engineering (EAEEIE). IEEE, 2019. http://dx.doi.org/10.1109/eaeeie46886.2019.9000471.

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Igartua, Juan-José. "Communication media and cultural diversity." In the First International Conference. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2536536.2536562.

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Chauvet, Mathieu. "Cultural diversity of distributed teams." In the special interest group on management information system's 47th annual conference. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1542130.1542174.

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Yakushina, O. I. "Cultural Diversity, Identity and Multiculturalism." In The 4th Human and Social Sciences at the Common Conference. Publishing Society, 2016. http://dx.doi.org/10.18638/hassacc.2016.4.1.192.

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Reports on the topic "Cultural diversity"

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Stanton, Robert, undefined, and undefined. Cultural Diversity in Conservation Organizations Part 01. The Nature Conservancy, January 2009. http://dx.doi.org/10.3411/col.01272245.

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Stanton, Robert, undefined, and undefined. Cultural Diversity in Conservation Organizations Part 03. The Nature Conservancy, January 2009. http://dx.doi.org/10.3411/col.01272247.

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Stanton, Robert, undefined, and undefined. Cultural Diversity in Conservation Organizations Part 02. The Nature Conservancy, January 2009. http://dx.doi.org/10.3411/col.01272248.

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Moon, Molly K. Understanding the Impact of Cultural Diversity on Organizations. Fort Belvoir, VA: Defense Technical Information Center, March 1997. http://dx.doi.org/10.21236/ada397893.

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Ashraf, Quamrul, and Oded Galor. Genetic Diversity and the Origins of Cultural Fragmentation. Cambridge, MA: National Bureau of Economic Research, January 2013. http://dx.doi.org/10.3386/w18738.

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Thunø, Mette, and Jan Ifversen. Global Leadership Teams and Cultural Diversity: Exploring how perceptions of culture influence the dynamics of global teams. Aarhus University, October 2018. http://dx.doi.org/10.7146/aul.273.

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Abstract:
In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative and creative approaches to global management tasks; however, in-stead of focusing on the potentials of cultural diversity, practitioners and studies of global teams tend to approach cultural diversity as a barrier to team success. This study explores some of the barriers that cultural diversity poses but also discusses its potential to leverage high performance in a global context.Our study highlights the importance of how team leaders and team members perceive ‘culture’ as both a concept and a social practice. We take issue with a notion of culture as a relatively fixed and homogeneous set of values, norms and attitudes shared by people of national communities; it is such a notion of culture that tends to underlie understandings that highlight the irreconcilability of cultural differences.Applying a more dynamic and context-dependent approach to culture as a meaning system that people negotiate and use to interpret the world, this study explores how global leadership teams can best reap the benefits of cultural diversity in relation to specific challenging areas of intercultural team work, such as leadership style, decision making, relationship building, strategy process, and communication styles. Based on a close textual interpretation of 31 semi-structured interviews with members of global leader-ship teams in eight Danish-owned global companies, our study identified different discourses and per-ceptions of culture and cultural diversity. For leaders of the global leadership teams (Danish/European) and other European team members, three understandings of cultural diversity in their global teams were prominent:1)Cultural diversity was not an issue2)Cultural diversity was acknowledged as mainly a liability. Diversities were expressed through adifference in national cultures and could typically be subsumed under a relatively fixed numberof invariable and distinct characteristics.3)Cultural diversity was an asset and expressions of culture had to be observed in the situationand could not simply be derived from prior understandings of cultural differences.A clear result of our study was that those leaders of global teams who drew on discourses of the Asian ‘Other’ adherred to the first two understandings of cultural diversity and preferred leadership styles that were either patriarchal or self-defined as ‘Scandinavian’. Whereas those leaders who drew on discourses of culture as dynamic and negotiated social practices adhered to the third understanding of cultural di-versity and preferred a differentiated and analytical approach to leading their teams.We also focused on the perceptions of team members with a background in the country in which the global teams were co-located. These ‘local’ team members expressed a nuanced and multifaceted perspective on their own cultural background, the national culture of the company, and their own position within the team, which enabled them to easily navigate between essentialist perceptions of culture while maintain-ing a critical stance on the existing cultural hegemonies. They recognised the value of their local knowledge and language proficiency, but, for those local members in teams with a negative or essentialist view of cultural diversity, it was difficult to obtain recognition of their cultural styles and specific, non-local competences. 3Our study suggeststhat the way global team members perceive culture, based on dominant societal dis-courses of culture, significantly affects the understandings of roles and positions in global leadership teams. We found that discourses on culture were used to explain differences and similarities between team members, which profoundly affected the social practicesand dynamics of the global team. We con-clude that only global teams with team leaders who are highly aware of the multiple perspectives at play in different contexts within the team hold the capacity to be alert to cultural diversity and to demonstrate agility in leveraging differences and similarities into inclusive and dynamic team practices.
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Adomaitis, Alyssa, and Diana Saiki. Inclusion is the Key: Promoting Cultural Diversity through Historic Costume. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1523.

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Ferrillo, Raffaele. The Management of Ethnic-Cultural Diversity in Western Armed Forces. Fort Belvoir, VA: Defense Technical Information Center, March 2012. http://dx.doi.org/10.21236/ada561552.

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Ottaviano, Gianmarco I. P., and Giovanni Peri. The Economic Value of Cultural Diversity: Evidence from US Cities. Cambridge, MA: National Bureau of Economic Research, November 2004. http://dx.doi.org/10.3386/w10904.

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Sweeney, Liam, and Roger Schonfeld. Diversity and Inclusion in New York City’s Cultural Sector: BRIC. New York: Ithaka S+R, May 2016. http://dx.doi.org/10.18665/sr.278436.

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