Log in

Relevant bibliographies by topics / Cultural diversity management / Journal articles

To see the other types of publications on this topic, follow the link: Cultural diversity management.

Journal articles on the topic 'Cultural diversity management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Cultural diversity management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

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

Full text

Abstract:

The rise of MNCs, the expansion of the EU and several M&amp;amp;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.

APA, Harvard, Vancouver, ISO, and other styles

2

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Sjölander-Lindqvist, Annelie, and Serena Cinque. "Locality Management through Cultural Diversity." Food, Culture & Society 17, no. 1 (2014): 143–60. http://dx.doi.org/10.2752/175174414x13831235796855.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Amaram, Donatus I. "Cultural Diversity: Implications For Workplace Management." Journal of Diversity Management (JDM) 2, no. 4 (2007): 1–6. http://dx.doi.org/10.19030/jdm.v2i4.5017.

Full text

Abstract:

The acceptance and management of cultural diversity have been promoted and touted as a positive tool in social and organizational engineering aimed at solving and preventing group dynamics problems in both business organizations and society as well. Positive attributes of cultural integration in business organizations have received fair and significant attention in the past two decades. What have not been sufficiently presented are the challenges and pitfalls inherent in the management of culturally diverse work groups. For the practicing manager, there is a need to know when and where mono- and multi-cultural arrangements may be preferred. This paper reviews relevant research findings that can be used for building effective paradigms in the management of cultural diversity in the workplace.

APA, Harvard, Vancouver, ISO, and other styles

5

Ben-Iheanacho, Elizabeth O. "Nigeria’s cultural policy implementation: sustaining cultural diversity through cultural resource management." EJOTMAS: Ekpoma Journal of Theatre and Media Arts 7, no. 1-2 (2020): 205–15. http://dx.doi.org/10.4314/ejotmas.v7i1-2.13.

Full text

Abstract:

Nigeria is one of the few African countries with a written cultural policy as well as government established and funded institutions charged with the implementations of this policy. This article interrogates the implementation of the tenets of the policy, given Nigeria’s cultural diversity and the growing demand for tangible, verifiable economic indices of the contributions of the culture sector to both internally generated revenue (IGR) and the gross domestic product (GDP) of the nation. It suggests the need to expand the traditional understanding of cultural resource as land, labour and capital to embrace diverse forms of ‘soft’ cultural capital as assets whose management is critical to individual, community and national economic empowerment. The paper concludes with suggestions on strategies and best practices to enhance Nigeria’s creative economy as integral evidence of continuing implementation of the cultural policy. Keywords: Cultural policy, Cultural resource management, Cultural diversity, Creative economy

APA, Harvard, Vancouver, ISO, and other styles

6

Richardson, P. "Managing cultural diversity." Engineering Management 15, no. 2 (2005): 24–27. http://dx.doi.org/10.1049/em:20050207.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Baporikar, Neeta. "Human Resource Management for Managing Cultural Diversity." International Journal of Applied Management Sciences and Engineering 7, no. 1 (2020): 74–99. http://dx.doi.org/10.4018/ijamse.2020010104.

Full text

Abstract:

Manager awareness of culture and cultural diversity is subjective and as such, managers use their own cultural knowledge to make judgments on issues that relate to cultural diversity. Human resource practitioners are not championing the practices that empower managers to manage cultural diversity due to overbearing administrative procedures. This results in favoritism, leading to high turnover and poor morale. Managers are also unable to associate organizational strategies and policies to cultural diversity, indicating cultural diversity knowledge and skill gaps. Hence, adopting a qualitative approach and descriptive design, the aim of this research is investigating the role of human resource management in managing cultural diversity at the correctional service organization. The sample size consists of 24 managers selected through non-probability purposive sampling from 42 managers' population of head and regional office.

APA, Harvard, Vancouver, ISO, and other styles

8

Dadfar, Hossein, and Peter Gustavsson. "Competition by Effective Management of Cultural Diversity." International Studies of Management & Organization 22, no. 4 (1992): 81–92. http://dx.doi.org/10.1080/00208825.1992.11656594.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Bouncken, Ricarda B., Andreas J. Reuschl, Roman W. Barwinski, and Céline Viala. "Cross-cultural diversity management in service firms." European J. of International Management 12, no. 5/6 (2018): 510. http://dx.doi.org/10.1504/ejim.2018.094496.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Viala, Céline, Ricarda B. Bouncken, Roman W. Barwinski, and Andreas J. Reuschl. "Cross-cultural diversity management in service firms." European J. of International Management 12, no. 5/6 (2018): 510. http://dx.doi.org/10.1504/ejim.2018.10014764.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Fenwick, M., C. Costa, A. S. Sohal, and B. D'Netto. "Cultural diversity management in Australian manufacturing organisations." Asia Pacific Journal of Human Resources 49, no. 4 (2011): 494–507. http://dx.doi.org/10.1177/1038411111414984.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Young, Susan, and Kristina L. Guo. "Cultural Diversity Training." Health Care Manager 35, no. 2 (2016): 94–102. http://dx.doi.org/10.1097/hcm.0000000000000100.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Young, Susan, and Kristina L. Guo. "Cultural Diversity Training." Health Care Manager 39, no. 2 (2020): 100–108. http://dx.doi.org/10.1097/hcm.0000000000000294.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Alas, Ruth, and Mohamed Mousa. "Cultural diversity and business schools’ curricula: a case from Egypt." Problems and Perspectives in Management 14, no. 2 (2016): 130–37. http://dx.doi.org/10.21511/ppm.14(2-1).2016.01.

Full text

Abstract:

The French Ecole Supérieure Libre des Sciences Commercial Appliquées (ESLSCA) in Paris is one of the most important global culturally diverse private business schools in terms of its number of branches and its history. ESLSCA has had a branch in Cairo in Egypt for about 17 years. This qualitative study seeks to focus on ESLSCA-Egypt branch to investigate the extent to which cultural diversity is included in its MBA curricula. The main methods for collecting data are document analysis, a number of semi-structured interviews, and a review of relevant literature. The study findings have meaningful implications for the practices of business schools’ education and training

APA, Harvard, Vancouver, ISO, and other styles

15

Malik, Sarita, Caroline Chapain, and Roberta Comunian. "Rethinking cultural diversity in the UK film sector: Practices in community filmmaking." Organization 24, no. 3 (2017): 308–29. http://dx.doi.org/10.1177/1350508416689094.

Full text

Abstract:

Academic, policy and industry debates have tended to focus on the mainstream film sector when discussing cultural diversity. One of the persistent challenges for the sector has been how to diversify cultural representation and participation. This article suggests that participatory modes of community filmmaking make an important contribution to cultural diversity. Drawing on an evidence base derived from qualitative research conducted in three English regions, the article shifts the spotlight away from the mainstream and onto the margins of the film sector in order to explore more ‘bottom-up’ approaches to cultural diversity. It examines how community filmmakers interpret and engage with questions of cultural diversity and how this connects to the participatory and business practices that they adopt. The findings highlight the significance of processes of practice in how mediated cultural diversity manifests itself and the value of community filmmaking in contributing to wider cultural diversity debates and practices.

APA, Harvard, Vancouver, ISO, and other styles

16

Dietz, Joerg, Stacey R. Fitzsimmons, Zeynep Aycan, et al. "Cross-cultural management education rebooted." Cross Cultural & Strategic Management 24, no. 1 (2017): 125–51. http://dx.doi.org/10.1108/ccsm-01-2016-0010.

Full text

Abstract:

Purpose Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues. Design/methodology/approach The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations. Findings Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world. Originality/value The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

APA, Harvard, Vancouver, ISO, and other styles

17

Christman, Luther P. "Case Studies in Cultural Diversity." Nursing Administration Quarterly 24, no. 2 (2000): 91. http://dx.doi.org/10.1097/00006216-200001000-00016.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Aytemiz Seymen, Oya. "The cultural diversity phenomenon in organisations and different approaches for effective cultural diversity management: a literary review." Cross Cultural Management: An International Journal 13, no. 4 (2006): 296–315. http://dx.doi.org/10.1108/13527600610713404.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

Buttlar, Lois, and Lubomyr R. Wynar. "Cultural Pluralism and Ethnic Diversity." Collection Management 16, no. 3 (1993): 13–33. http://dx.doi.org/10.1300/j105v16n03_02.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Turner, Lauren A., and Kimberly K. Merriman. "Cultural Intelligence and Establishment of Organizational Diversity Management Practices." Academy of Management Proceedings 2020, no. 1 (2020): 15349. http://dx.doi.org/10.5465/ambpp.2020.15349abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Kulkarni, Shilpa. "A Study on Cultural Diversity Management for Indian Organizations." Procedia - Social and Behavioral Sciences 37 (2012): 267–76. http://dx.doi.org/10.1016/j.sbspro.2012.03.293.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Sturz, Dominick L., Brian H. Kleiner, and Aja Fernandez. "Effective management of cultural diversity in a classroom setting." Equal Opportunities International 24, no. 5/6 (2005): 57–64. http://dx.doi.org/10.1108/02610150510788169.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Siakas, Kerstin, and Dimitrios Siakas. "Cultural and Organisational Diversity Evaluation (CODE)." Strategic Outsourcing: An International Journal 8, no. 2/3 (2015): 206–28. http://dx.doi.org/10.1108/so-04-2015-0012.

Full text

Abstract:

Purpose – This paper aims to present the Cultural and Organisational Diversity Evaluation (CODE) model and its subsequent electronic tool, aiming to assess the cultural fit of global partners. Design/methodology/approach – The study is a longitudinal study for gaining profound insights into cultural differences and for increasing understanding of human dynamics influencing the success of global relationships. A multi-method including overlapping qualitative and quantitative research methodology was used comprising interviews, observations and questionnaires. Findings – Incorporating cultural knowledge and understanding of the specific context of the partners in global transactions was found to bring added value to global partners. The results of the pilot studies suggest that increased appreciation and awareness of cultural diversity in global transactions are important factors for achieving harmonised distributed collaboration. Such awareness, also called cultural intelligence, can be reached by using a customised assessment tool that evaluates the particularities of the partners. Research limitations/implications – The conceptual CODE model has so far only been piloted in a few cases in a longitudinal study and is not a commercial tool. Practical implications – Raising awareness of cultural concerns is important for organisations that are involved in global transactions to improve communication, mutual understanding and effectivity. The CODE assesses the cultural fit of partners in a global context. Social implications – Organisations involved in global transactions would benefit from understanding the culture of partners for improved effectiveness. Originality/value – The CODE model, an instrument for assessing the fit between organisational and national culture, is a novel model developed by the authors.

APA, Harvard, Vancouver, ISO, and other styles

24

Simpson, Roy L. "Cultural Diversity in the Information Age." Nursing Administration Quarterly 25, no. 3 (2001): 83–86. http://dx.doi.org/10.1097/00006216-200104000-00013.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Taylor, Tracy. "Diversity Management in a Multi-cultural Society: An Exploratory Study of Cultural Diversity and Team Sport in Australia." Annals of Leisure Research 6, no. 2 (2003): 168–88. http://dx.doi.org/10.1080/11745398.2003.10600918.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Blanc, Roger G. Le, and Steven J. Jackson. "Sexuality as cultural diversity within sport organisations." International Journal of Sport Management and Marketing 2, no. 1/2 (2007): 119. http://dx.doi.org/10.1504/ijsmm.2007.011394.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Gefen, David, Gregory M. Rose, Merrill Warkentin, and Paul A. Pavlou. "Cultural Diversity and Trust in IT Adoption." Journal of Global Information Management 13, no. 1 (2005): 54–78. http://dx.doi.org/10.4018/jgim.2005010103.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Grebennikov, Margarita. "From Statistically Supported Ethnic Diversity Towards the Advanced Theory of Cultural Diversity." International Journal of Knowledge, Culture, and Change Management: Annual Review 4, no. 1 (2005): 0. http://dx.doi.org/10.18848/1447-9524/cgp/v04/59195.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

by Sarah Powell, Interview. "Geert Hofstede: challenges of cultural diversity." Human Resource Management International Digest 14, no. 3 (2006): 12–15. http://dx.doi.org/10.1108/09670730610663187.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Leveson, Lynne, Therese A. Joiner, and Steve Bakalis. "Managing cultural diversity and perceived organizational support." International Journal of Manpower 30, no. 4 (2009): 377–92. http://dx.doi.org/10.1108/01437720910973061.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Tubadji, Annie, Masood Gheasi, and Peter Nijkamp. "Immigrants’ socio-economic achievements and cultural diversity." International Journal of Manpower 38, no. 5 (2017): 712–28. http://dx.doi.org/10.1108/ijm-12-2015-0232.

Full text

Abstract:

Purpose An interest in social transmission as a source of welfare and income inequality in a society has re-emerged recently with new vigour in leading economic research (see Piketty, 2014). This paper presents a mixed Bourdieu-Mincer (B-M) type micro-economic model which provides a testable mechanism for culturally biased socio-economic inter-generational transmission. In particular, the operationalisation of this mixed B-M type model seeks to find evidence for individual and local cultural capital effects on the economic achievements, in addition to the human capital effect, for both migrants and locals in the Netherlands. The purpose of this paper is to examine two sources of wage differential in the local labour market, namely: individual cultural capital (approximated by immigrant background), which affects schooling results; and the local cultural capital (approximated with the cultural milieu), which directly biases the selection of employees. Design/methodology/approach The study utilises the 2007-2009 data set for higher professional education (in Dutch termed HBO) graduates registered in the Maastricht database. The Mincer-type equation is augmented with a control variable for the local cultural milieu. The authors cope with this model empirically by means of 2SLS and 3SLS methods. Findings The authors find convincing evidence for the existence of both an individual cultural capital and a local cultural capital effect on schooling and wage differentials. This can be interpreted as a migrant background effect leading to a disadvantaged position on the labour market due to less frequently attending high-quality secondary schools. Originality/value More importantly, the authors find evidence for a classical Myrdalian effect of self-fulfilling prophecy, in which graduates with second-generation migrant background have a disadvantaged position due to access only to poorer quality of schooling.

APA, Harvard, Vancouver, ISO, and other styles

32

Yeh, Ryh-song. "Downward influence styles in cultural diversity settings." International Journal of Human Resource Management 6, no. 3 (1995): 626–41. http://dx.doi.org/10.1080/09585199500000039.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Doherty, Alison J., and Packianathan Chelladurai. "Managing Cultural Diversity in Sport Organizations: A Theoretical Perspective." Journal of Sport Management 13, no. 4 (1999): 280–97. http://dx.doi.org/10.1123/jsm.13.4.280.

Full text

Abstract:

The article focuses on the management and impact of cultural diversity in sport organizations. It is proposed that the potentially constructive or destructive impact of cultural diversity is a function of the management of that diversity, which is ultimately a reflection of organizational culture, or “how things are done around here.” Organizational culture is described along a continuum of valuing similarity and diversity in the organization. It is argued that the benefits of cultural diversity (e.g., creativity, challenge, constructive conflict) will be realized when an organizational culture of diversity underlies the management of that diversity. These benefits are heightened when the situation dictates a high degree of task interdependence and complexity. Implications for increasing cultural diversity and developing an organizational culture that values that diversity, as a social responsibility and a contributing force to organizational performance, are discussed.

APA, Harvard, Vancouver, ISO, and other styles

34

Vos, Menno, Gürkan Çelik, and Sjiera de Vries. "Making cultural differences matter? Diversity perspectives in higher education." Equality, Diversity and Inclusion: An International Journal 35, no. 4 (2016): 254–66. http://dx.doi.org/10.1108/edi-11-2015-0092.

Full text

Abstract:

Purpose The higher education sector has become increasingly aware of how the increasing diversity in society affects their institutions. The student population has become more diverse and future employers increasingly require trained students who are able to meet the demands of dealing with a more diverse market/clientele. In this regard, education institutions need to align their strategic approach to diversity within their organization. The purpose of this paper is to examine strategical reasons to diversify in different education teams in relation to two different diversity practices: attraction and selection of culturally diverse lecturers and utilization of cultural differences in team interaction. Design/methodology/approach In a qualitative study the authors conducted 19 interviews with educational professionals in six different education teams in a university of applied sciences. Findings Interviews with 19 members of six educational teams revealed that some teams acknowledge they need more diversity and exchange of knowledge and skills in order to meet the requirements of the labor market. Especially teams that prepare students for international careers foster this “Integration and Learning” perspective. Other teams, e.g. the Law team, notice less changes in labor market requirements. Still, these teams were open for recruiting diverse lecturers and found it important, especially to meet the needs of the diversity in students (access perspective). They also found value in the interaction and mutual learning in their team, but saw no extra value of diversity (colorblind perspective). Labor market demands for diversity seem to have more influence on the diversity perspective of teams than the diversity in the student population. Practical implications Since earlier research has shown that the diversity practices of organizations are more effective when they are in line with their diversity perspective, the differences between teams suggest that when dealing with diversity issues, universities can best work toward a common understanding of the importance of diversity but leave room for team differences in diversity practices. Originality/value Most studies on diversity management assume or argue that organizations adopt one diversity perspective. The present study shows that intra-organizational differences may exist with regard to the specific needs or concern for diversity management practices.

APA, Harvard, Vancouver, ISO, and other styles

35

Don-Solomon, Amakiri, and Perewari Fakidouma. "Managing Cultural Diversity: Implication for Organizational Innovativeness." European Journal of Business and Management Research 6, no. 4 (2021): 368–71. http://dx.doi.org/10.24018/ejbmr.2021.6.4.1031.

Full text

Abstract:

It is a known fact that the workplace is a repository of culturally diverse workforce, who brings their difference cultural inclinations and expertise to bear in pursuit of the general organizational goal. A diverse workforce comes with both benefits and challenges which are consequences of how the workforce is managed. This paper examines the theoretical implication of cultural diversity management on organizational innovativeness. The piece began with conceptual exposition of culture and the organization, organizational innovativeness as well as cultural diversity. Further, the paper identified cultural variables in the impeding workforce with subsequent management efforts of the diversity. Eventually, diverse cultural implications on organization innovativeness were emphasized. Findings are that; team that has variety of diverse characteristics can collectively spark a height of inventiveness, and likely exude better capacity to resolve intricate glitches and offers superior solution. Also, organization thrives creatively and innovatively in a culturally diverse workforce tolerant environment.

APA, Harvard, Vancouver, ISO, and other styles

36

Agnihotri, Arpita, and Saurabh Bhattacharya. "Top management team regional diversity and internationalization." International Journal of Cross Cultural Management 19, no. 3 (2019): 333–52. http://dx.doi.org/10.1177/1470595819890363.

Full text

Abstract:

Cultural intelligence is one of the most widely researched topics in international business literature. However, to date, only cross-national differences have been examined. This research examines the unexplored relationship between top management teams’ (TMT) regional diversity and emerging market firms’ internationalization. Employing the cultural intelligence theory, we introduce a significant dimension of TMT diversity—regional diversity. Based on a sample of 542 firms, our results indicate that diversity in the regional family background of TMT and their work experience are positively associated with the internationalization of these firms. Furthermore, this relationship is positively moderated by the international experience of the TMT. Our findings offer several managerial and academic implications.

APA, Harvard, Vancouver, ISO, and other styles

37

Logan, William. "Cultural diversity, cultural heritage and human rights: towards heritage management as human rights-based cultural practice." International Journal of Heritage Studies 18, no. 3 (2012): 231–44. http://dx.doi.org/10.1080/13527258.2011.637573.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Szabó, Tamás. "The Management of Diversity in Schoolscapes." Apples - Journal of Applied Language Studies 9, no. 1 (2015): 23–51. http://dx.doi.org/10.17011/apples/2015090102.

Full text

Abstract:

The material environment of formal education (i.e., schoolscape) is determined not only by laws and local regulations, but by the visual practices of the given institution as well. Inscriptions and cultural symbols placed on the façade and the walls of the school building are tools for orienting the choice between various cultural and linguistic values and ideologies (Johnson 1980; Brown 2012). Based on photographs and research interviews collected in Budapest, I analyse both the material environments of four schools and the metadiscourses through which such spaces are interpreted and regulated. Investigation took place in both mainstream state schools as well as in private schools with alternative curriculum. In the analysis, I make use of the teachers’ accounts on the scenes investigated. I present how teachers describe the linguistic landscape, and through these statements, some policies of their schools. Incorporating both emic and etic perspectives, I present differences between two types of organizational culture, comparing state and private schools. I conclude that the schoolscape of state schools can be interpreted in line with Johnson’s (1980: 173) findings concerning “the symbolic integration of local schools and national culture”, while the private schools seemed to construct schoolscapes which foreground students' agency, and attract a special target group of parents.

APA, Harvard, Vancouver, ISO, and other styles

39

Murphy, Bernice. "Museums, globalisation and cultural diversity." International Journal of Heritage Studies 5, no. 1 (1999): 44–51. http://dx.doi.org/10.1080/13527259908722246.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Maruya, Kota. "Nature-based cultural diversity and tourism management for traditional crafts." Impact 2020, no. 8 (2020): 79–81. http://dx.doi.org/10.21820/23987073.2020.8.79.

Full text

Abstract:

Cultural tourism is a term relating to the act of tourists visiting a particular region of a country in order to experience and gain an appreciation for its culture. This might come in the form of the people who live in the region, their art, architecture, lifestyle, food and other elements that have shaped their life. Dr Kota Maruya is a researcher based at Kanazawa University in Japan, his research into cultural tourism targets manufacturing and is spread across three themes: cultural diversity; cultural landscape; and cultural tourism. Part of Maruya's investigations are concerned with finding ways of preserving and developing the culture that is unique to a particular region. By doing so, he hopes to promote cultural tourism as an opportunity for visitors to understand precisely what the residents have protected and what the underlying culture is.

APA, Harvard, Vancouver, ISO, and other styles

41

Malik, Ruchika, Tanavi Madappa, and Jaya Chitranshi. "Diversity management in tourism and hospitality: an exploratory study." foresight 19, no. 3 (2017): 323–36. http://dx.doi.org/10.1108/fs-12-2016-0058.

Full text

Abstract:

Purpose The hospitality and tourism industry has seen an increase in organizations operating internationally, bringing people from diverse cultural backgrounds together. The authors aim to help clarify that with a lack of awareness and understanding about diversity, many problems arise in terms of effective intercultural communication between managers and employees and employees and the customers. This paper helps in answering the questions related to the importance of cross cultural management, the intercultural issues faced by an organization, the best practices for diversity management and the future of cultural diversity. Design/methodology/approach The authors have carried out a review-based research of 60 papers relevant to the topic. The study has been restricted to secondary data consisting of research in the area of managing cultural diversity. Findings The researchers have concluded that there are different dimensions of cultural diversity and thus policies and programs to manage it have to be carefully implemented and integrated. Also, managers need to identify the current gaps in the organization in terms of diversity management to take the necessary steps for building a harmonious relationship between expatriates and the local employees. Originality/value The study addresses the complex nature of cultural diversity and the management issues of multiculturalism within the hospitality and tourism industry. The authors have made an effort to identify the best practices and programs for managing a diverse workforce which may also improve engagement and retention levels through radical inclusion of employees.

APA, Harvard, Vancouver, ISO, and other styles

42

Gadomska-Lila, Katarzyna. "Cultural Diversity and Its Implications in Human Resources Management Practice." Kwartalnik Ekonomistów i Menedżerów 44, no. 2 (2017): 13–24. http://dx.doi.org/10.5604/01.3001.0010.3176.

Full text

Abstract:

The article concerns the problem of human resources management in organizations diversified by national culture. It presents advantages and disadvantages of multicultural organizations, main problems connected with cultural differences as well as strategies for solving them. It points out the important role of the human resources department and of managers of every level in the process of cultural diversity management. The main thesis is presented by describing cases related to a multinational company where the national culture strongly influences human resources practices.

APA, Harvard, Vancouver, ISO, and other styles

43

Mkhize, Vicky. "Transformation Management and Cultural Diversity Training Through Employee Assistance Programs." Employee Assistance Quarterly 14, no. 3 (1999): 61–69. http://dx.doi.org/10.1300/j022v14n03_04.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Dreachslin, Janice L., Robert Weech-Maldonado, Judith Gail, Josué Patien Epané, and Joyce Anne Wainio. "Blueprint for Sustainable Change in Diversity Management and Cultural Competence." Journal of Healthcare Management 62, no. 3 (2017): 171–83. http://dx.doi.org/10.1097/jhm-d-15-00029.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Theotokas, Ioannis, and Maria Progoulaki. "Cultural diversity, manning strategies and management practices in Greek shipping." Maritime Policy & Management 34, no. 4 (2007): 383–403. http://dx.doi.org/10.1080/03088830701539198.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Brewer, Peter C. "International Cultural Diversity and the Design of Management Accounting Systems." American Journal of Business 12, no. 1 (1997): 69–77. http://dx.doi.org/10.1108/19355181199700008.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Dutra, Cleber J. C., and Adriana C. A. Mazza. "Innovating in sustainable management processes for dealing with cultural diversity." IFAC Proceedings Volumes 46, no. 24 (2013): 546–52. http://dx.doi.org/10.3182/20130911-3-br-3021.00129.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Vangen, Siv, and Nik Winchester. "Managing Cultural Diversity in Collaborations: A focus on management tensions." Public Management Review 16, no. 5 (2013): 686–707. http://dx.doi.org/10.1080/14719037.2012.743579.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Güngör, Tuba Aydın, and Çiğdem Çakır. "Diversity Management and Cultural Competency of Teacher Candidates in Blacksea Region of Turkey." Journal of Education in Black Sea Region 6, no. 2 (2021): 212–28. http://dx.doi.org/10.31578/jebs.v6i2.243.

Full text

Abstract:

Ever since the world has been dealing with the problem called Covid-19, everything around us has had to change. This epidemic has affected our lives in many ways and has set us completely new roles and tasks on many things, and education which is one of the most important things among them had been changed. Indeed, the transformation of education had already begun with the improvement of transportation and telecommunication conditions and being able to receive education online in different countries or via the internet has brought new concepts to the academic world. Cultural competence, one of them, is shaped by identity and traditions, thus cultural diversity is the main factor in determining the characteristics of this concept. Meanwhile, the ones who realize the acculturation of the society, the people who created this concept, are the teachers who direct the society in both academic and cultural dimensions. As a result, teachers need to learn to manage diversity to be able to cope with the differences in their classrooms, as they encounter many different cultural characteristics. For this reason, in this study, it is considered worth investigating what kind of dimensions pre-service teachers can have regarding the management of diversity and cultural competencies. The of the research consists of 1073 teacher candidates studying in Artvin Coruh University. The aim of this research was to reveal the diversity management skills and cultural competence levels of education faculty students. In order to reach more in-depth information on what management of diversity and cultural competencies is, the study started with a literature review. Then, Diversity Management Scale (DMS) and Cultural Competence Scale (CCS) were applied to Artvin Çoruh University, in the Black Sea region of Turkey, to faculty of education students (teacher candidates). After the regression analysis of the data for the management of diversity scale, two dimensions have been found which are managerial practices and managerial approaches. Moreover, for the cultural competencies scale, three dimensions were found which are cultural knowledge, cultural sensitivity, and cultural skills. Lastly, a significant relationship was found between Diversity Management and Cultural Competence of the teacher candidates, and cultural competence was found to be a meaningful predictor of diversity management of teacher candidates. Keywords: diversity, culture, cultural competence, diversity management, teachers

APA, Harvard, Vancouver, ISO, and other styles

50

GIACALONE, ROBERT A., and JON W. BEARD. "Impression Management, Diversity, and International Management." American Behavioral Scientist 37, no. 5 (1994): 621–36. http://dx.doi.org/10.1177/0002764294037005004.

Full text

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!