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Journal articles on the topic 'Workplace diversity'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Van Den Bergh, Nan. "Workplace Diversity:." Employee Assistance Quarterly 6, no. 4 (1991): 41–58. http://dx.doi.org/10.1300/j022v06n04_03.

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2

Patrick, Harold Andrew, and Vincent Raj Kumar. "Managing Workplace Diversity." SAGE Open 2, no. 2 (2012): 215824401244461. http://dx.doi.org/10.1177/2158244012444615.

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3

Mercer, Kenneth L. "Roundtable-Workplace Diversity." Journal - American Water Works Association 109, no. 8 (2017): 56–63. http://dx.doi.org/10.1002/j.1551-8833.2017.tb00048.x.

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4

Peters, Eileen, and Silvia Maja Melzer. "Immigrant–Native Wage Gaps at Work: How the Public and Private Sectors Shape Relational Inequality Processes." Work and Occupations 49, no. 1 (2022): 79–129. http://dx.doi.org/10.1177/07308884211060765.

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We investigate how the institutional context of the public and private sectors regulates the association of workplace diversity policies and relational status positions with first- and second-generation immigrants’ wages. Using unique linked employer–employee data combining administrative and survey information of 6,139 employees in 120 German workplaces, we estimate workplace fixed-effects regressions. Workplace processes are institutionally contingent: diversity policies such as mixed teams reduce inequalities in the public sector, and diversity policies such as language courses reinforce ex

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Mathew, Anita, and Sneha Kanade. "Fostering safe and inclusive workplace toward a sustainable and high-performing work culture." Scientific Temper 15, no. 04 (2023): 3552–55. https://doi.org/10.58414/scientifictemper.2024.15.4.67.

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The purpose of the article is to reiterate the importance of five factors like safety, diversity, equity, inclusion and open communication for organizational success. Safe and inclusive workplaces are essential for promoting employee well-being, productivity, and overall organizational success. Creating such environments may require a commitment to diversity, equity, and inclusion, along with effective policies and practices. The article is descriptive in nature that has studied the arguments of various researchers in order to understand the significant contribution of safety, diversity, equit

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Sezgin, Gizem. "The Impact of Workplace Diversity and Inclusion on Work-Life Balance." Next Generation Journal for The Young Researchers 8, no. 1 (2025): 211. https://doi.org/10.62802/g9s1ty89.

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This study examines the association between diversity and work-life balance. Although it is known that workplace diversity can cause conflict and is referred to as an unfavorable issue, many studies have shown that diversity enhances work performance and work-life balance. In this article, I analyze multiple aspects of diversity considering its reflections in workplaces. The fact that people have different social characteristics indicates that companies need to update their inclusion policies. As companies embrace and internalize diversity, a positive impact is created in the career developmen

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7

Ravichandran, Sabthami. "Generational Diversity at Workplace." NHRD Network Journal 14, no. 3 (2021): 350–54. http://dx.doi.org/10.1177/26314541211030592.

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The article briefs upon the multiple ways TVS has been engaging its employees for generations. Employees share their experiences and take immense pride in becoming the brand ambassadors of this century-strong and value-filled organisation. From practising a culture of innovation to building an ecosystem that encourages the entrepreneurs, TVS has left its legacy by creating an inclusive and conducive work environment for its employees. The article details on how employees consider being part of the TVS family as a pride of association and further states the revolutionary measures initiated in t

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Vardy, Felix J. J., and John Morgan. "Diversity in the Workplace." IMF Working Papers 06, no. 237 (2006): 1. http://dx.doi.org/10.5089/9781451864977.001.

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Barclay, J. M., and L. J. Scott. "Transsexuals and workplace diversity." Personnel Review 35, no. 4 (2006): 487–502. http://dx.doi.org/10.1108/00483480610670625.

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Peppas, Spero C. "Diversity in the workplace." Employee Relations 28, no. 2 (2006): 119–29. http://dx.doi.org/10.1108/01425450610639356.

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Morgan, John, and Felix Várdy. "Diversity in the Workplace." American Economic Review 99, no. 1 (2009): 472–85. http://dx.doi.org/10.1257/aer.99.1.472.

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We study minority representation in the workplace when employers engage in optimal sequential search and minorities convey noisier signals of ability than mainstream job candidates. The greater signal noise makes it harder for minorities to change employers' prior beliefs. When employers are selective, this leads to minority underrepresentation in the workplace. Diversity improves when the cost of interviewing, the average skill level of candidates, or the opportunity cost of not hiring increases. Reducing the cost of firing also increases minority representation. When employers are sufficient

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12

Shah, Tarun R., and Arihant Dughar. "Impact of Workplace Diversity." Shanlax International Journal of Management 11, S1-Mar (2024): 110–15. http://dx.doi.org/10.34293/management.v11is1-mar.8006.

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Diversity is a crucial aspect that all employees inevitably encounter during their careers. There are numerous positive aspects to diversity in the workplace, such as the exchange of ideas stemming from the diverse cultural backgrounds of employees, fostering friendships without discrimination, enabling workers to adapt to diverse environments, eliminating stereotypes, and enhancing employee retention due to healthy competition. Conversely, there are negative aspects, including communication gaps due to language barriers and resistance to change. Diversity encompasses any factor that can be us

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13

Woldeyesus, Alemayehu Shiferaw. "Exploring the Management of Workplace Diversity, Inclusion and Equality - A Glance of Workplace Diversity Management." Current Trends in Engineering Science (CTES) 5, no. 1 (2024): 1–8. https://doi.org/10.54026/ctes/1070.

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The increasing emphasis on workplace diversity, equity, and inclusion (DEI) has become a key factor in shaping modern organizational success. As businesses operate in an increasingly globalized and multicultural environment, fostering a diverse, equitable, and inclusive workforce is essential not only for compliance with social and legal standards but also for enhancing innovation, performance, and employee satisfaction. This research explores the evolving role of DEI in the modern workplace, examining its significance, challenges, and the strategies employed by organizations to effectively ma

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14

Gabon, Melina G. "Antecedents and Consequents of Multiculturalism and Social Diversity among Law Enforcement Workplace in Metro Manila." International Journal of Multidisciplinary: Applied Business and Education Research 2, no. 9 (2021): 835–42. http://dx.doi.org/10.11594/ijmaber.02.09.14.

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This study describes the antecedents and consequents of multiculturalism and social diversity, and the perceptions of law enforcement personnel towards the consequents of multiculturalism and social diversity in the law enforcement workplace. This quantitative descriptive research determined the perceptions of 100 law enforcement personnel from the purposively selected law enforcement workplaces in Metro Manila. Data were analyzed using frequency and percentage distribution, mean and rank. The majority of the respondents recognized the utmost importance of multiculturalism and social diversity

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DiPaolo, Peter T., Grace Klinefelter, and Tom Griffin. "Age Diversity in the Workplace." International Journal of Interdisciplinary Social Sciences: Annual Review 3, no. 1 (2008): 311–16. http://dx.doi.org/10.18848/1833-1882/cgp/v03i01/52504.

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16

Muir, C. "Workplace Readiness for Communicating Diversity." Journal of Business Communication 33, no. 4 (1996): 475–84. http://dx.doi.org/10.1177/002194369603300407.

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17

Urbancová, Hana, Helena Čermáková, and Hana Vostrovská. "Diversity Management in the Workplace." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 64, no. 3 (2016): 1083–92. http://dx.doi.org/10.11118/actaun201664031083.

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Diversity is a phenomenon which is increasingly manifesting itself in the globalized society; therefore, it is observable in various areas of human activity, and thus also in the labour market and work teams. Age, sex, ethnicity and nationality, creed or disabilities are among the parameters of diversity. The aim of the article is to identify and evaluate the implementation of Diversity Management in workplaces, whilst bearing in mind researched factors of diversity. The results were gained by conducting a primary survey by questionnaire in organizations (n = 315). The results showed that a to

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18

Fine, Marlene G., Fern L. Johnson, and M. Sallyanne Ryan. "Cultural Diversity in the Workplace." Public Personnel Management 19, no. 3 (1990): 305–20. http://dx.doi.org/10.1177/009102609001900307.

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This article reports on a study of gender and race issues in the regional office of a federal agency. After setting their own research agenda of salient issues, employees completed a long, closed-ended questionnaire; a smaller sample also responded to ten open-ended questions. The results suggest that men, women, and people of color in the agency do not share a common culture of organizational life; instead, each group organizes its experience in the agency in different ways. The authors suggest that a theoretical perspective in which gender and race are viewed as cultures provides a useful fr

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19

Sadiku, Matthew, and Pamela Obiomon. "Essay: Diversity in the workplace." IEEE Potentials 26, no. 5 (2007): 5–6. http://dx.doi.org/10.1109/mpot.2007.906712.

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20

Dale-Olsen, Harald, and Henning Finseraas. "Linguistic diversity and workplace productivity." Labour Economics 64 (June 2020): 101813. http://dx.doi.org/10.1016/j.labeco.2020.101813.

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21

Konrad, Alison M. "Leveraging Workplace Diversity in Organizations." Organization Management Journal 3, no. 3 (2006): 164–89. http://dx.doi.org/10.1057/omj.2006.18.

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22

Masaki, Ikutaro, and Yukiko Muramoto. "Psychological effects of workplace diversity." Proceedings of the Annual Convention of the Japanese Psychological Association 79 (September 22, 2015): 1EV—018–1EV—018. http://dx.doi.org/10.4992/pacjpa.79.0_1ev-018.

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23

Hauret, Laetitia, and Donald R. Williams. "Workplace diversity and job satisfaction." Equality, Diversity and Inclusion: An International Journal 39, no. 4 (2020): 419–46. http://dx.doi.org/10.1108/edi-01-2019-0030.

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PurposeThis article estimates the empirical relationship between workplace diversity in terms of nationality and individual worker job satisfaction in the context of a multicultural country. It also examines the role of the level of communication between coworkers in moderating this relationship.Design/methodology/approachUsing merged survey and administrative data, the paper estimates OLS and ordered Probit regression estimates of the correlations between two measures of workplace diversity and self-reported job satisfaction.FindingsThe relationship between nationality diversity and job satis

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24

Davis, Paul J., Yuliya Frolova, and William Callahan. "Workplace diversity management in Australia." Equality, Diversity and Inclusion: An International Journal 35, no. 2 (2016): 81–98. http://dx.doi.org/10.1108/edi-03-2015-0020.

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Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings regarding workforce diversity management (WDM) and the practices and incorporation of WDM in organisations. Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other managers) in Sydney, Melbourne and Brisbane. Findings – The research found that workforce diversity is not especially well understood or appreciated; especially by non-HR managers. Organisations appear gen

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Kumagai, J. "Redefining diversity [workplace minorities representation]." IEEE Spectrum 38, no. 12 (2001): 56–57. http://dx.doi.org/10.1109/mspec.2001.969460.

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26

Bolen, Lynne, and Brian H. Kleiner. "Managing Diversity in the Workplace." Cross Cultural Management: An International Journal 3, no. 4 (1996): 3–8. http://dx.doi.org/10.1108/eb008412.

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27

Grant, Bayonne Z., and Brian H. Kleiner. "Managing Diversity In The Workplace." Equal Opportunities International 16, no. 3 (1997): 26–32. http://dx.doi.org/10.1108/eb010685.

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28

Hatidja, St, Bahtiar, Lina Mariana, Tai Minh Quach, and Siti Aisyah. "Employee Excellence and Workplace Diversity." Global Review of Tourism and Social Sciences 1, no. 2 (2025): 158–71. https://doi.org/10.53893/grtss.v1i2.319.

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This study investigates how employee skills and workplace diversity influence customer satisfaction, brand awareness, and employee retention in Indonesian restaurants in Taiwan. Using Structural Equation Modeling (SEM), the research explores the direct and indirect effects of these variables, with customer satisfaction acting as a crucial mediator. The findings highlight that employee skills significantly enhance customer satisfaction, which directly strengthens brand awareness and customer retention. Likewise, workplace diversity enriches customer experience, improving satisfaction and broade

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29

Nanteza, Resty, Wilson Mugizi, Judith Irene Nagasha, and Mark Micheal Waiswa. "Diversity Management and Work Engagement of Academic Staff of Kyambogo University, Uganda." Uganda Higher Education Review 11, no. 1 (2023): 129–42. http://dx.doi.org/10.58653/nche.v11i1.11.

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This study examined the influence of diversity management and work engagement of the academic staff of Kyambogo University in Uganda. Specifically, the study examined the influence of diversity management policies, diversity management programmes and diversity management climate on the workplace engagement of academic staff of Kyambogo University in Uganda. The study employed the correlational research design, hence adopted the quantitative approach. The sample comprised 188 academic staff of Kyambogo University. Data was collected using a self-administered questionnaire. The data was analysed

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30

Silalahi, Verry Albert Jekson Mardame, and Freddy Johanis Rumambi. "Diversity Management Strategies in Multicultural Organizations: Challenges and Opportunities." Indonesian Journal of Advanced Research 3, no. 11 (2024): 1745–64. https://doi.org/10.55927/ijar.v3i11.12309.

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This research explores diversity management strategies in multicultural organizations, addressing challenges and opportunities arising from cultural, ethnic, gender, and demographic differences. With globalization, workplaces are becoming increasingly diverse, offering benefits but also challenges. This study employs a descriptive qualitative approach through a literature review to analyze diversity management strategies in global organizations. The findings highlight major challenges such as intercultural conflict, implicit bias, and cross-cultural communication barriers. Effective strategies

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31

Valenzuela, Marcus A., Guowei Jian, and Phillip M. Jolly. "When more is better." Employee Relations: The International Journal 42, no. 2 (2019): 507–24. http://dx.doi.org/10.1108/er-05-2019-0202.

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Purpose The purpose of this paper is to examine how organizational diversity may be associated with immigrants’ quality of coworker relationships. More specifically, this paper examines how immigrants’ perceived deep-level similarity and perceived workplace ethnic diversity may be associated with their quality of coworker relationships. Design/methodology/approach A final sample of 347 immigrant employees were surveyed. Hierarchical regression analyses were conducted to test the hypotheses. Findings Immigrants’ quality of coworker relationships is positively associated with their perceived dee

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32

Gunnarsson, Britt-Louise. "Multilingualism in the Workplace." Annual Review of Applied Linguistics 33 (March 2013): 162–89. http://dx.doi.org/10.1017/s0267190513000123.

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This survey article presents studies on multilingualism in the workplace carried out in different regions. One aim is to give a cross-cultural picture of workplace studies on different languages, and another is to discuss both positive and problem-based accounts of multilingualism at work. The conditions for workplace discourse have been influenced by a series of changes taking place in recent decades. Technological advances have led to new types of networks and workplaces, making linguistic issues salient, at the same time as many low-paid workers are found in traditional jobs, for which the

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33

Pritam, Singh Randhawa Neetu. "Analytical Study on Teams Ethnic Diversity and Workplace Organization." International Journal of Psychosocial Rehabilitation 24, no. 5 (2020): 7276–80. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020759.

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34

R, Chaya. "Diversity Management in the Workplace: A Key to Success." International Journal of Science and Research (IJSR) 10, no. 10 (2021): 520–22. https://doi.org/10.21275/sr211008152138.

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35

Arvind, D., and Banu Priya S. "Workplace Culture: Creating A Positive and Inclusive Environment." Shanlax International Journal of Management 11, S1-Mar (2024): 52–57. http://dx.doi.org/10.34293/management.v11is1-mar.8082.

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The purpose of this paper is to provide an overview of how companies approach diversity training in the workplace and effectiveness for fostering an inclusive workplace environment. Research indicates that resistance may accompany diversity training programs which may in turn undermine efforts to create inclusive workplace environments. By defining inclusion and differentiating between diversity and inclusion, we argue for a contemporary approach to developing diversity training in the workplace for creating an inclusive environment. Using theoretical frameworks for workplace training and deve

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36

Markou, Niki, and Doxa Papakonstantinou. "Navigating Invisible Disability Disclosure and Workplace Inclusion: Employers’ Attitudes and Workplace Policies." Disabilities 5, no. 2 (2025): 37. https://doi.org/10.3390/disabilities5020037.

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This study explores employers’ attitudes and practices regarding disclosing and including individuals with invisible disabilities in Greek workplaces. Invisible disabilities present unique challenges regarding workplace inclusion and the disclosure of disability. Through a thematic analysis of structured interviews with 50 employers and human resource professionals from various industries, this research study identifies organizational policies, attitudes toward disability disclosure, the perceived impacts and benefits of hiring individuals with invisible disabilities, and recommendations for w

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Bolaji, Stephen, and Olabisi Imonitie. "The Lived-Experiences of African Migrant Professionals in Diverse Workplaces in Australia." Journal of Ethnic and Cultural Studies 12, no. 3 (2025): 53–70. https://doi.org/10.29333/ejecs/2362.

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This study examines the lived experiences of 44 African migrant professionals in Australian workplaces. Using phenomenological inquiry and thematic analysis, the research explored the challenges these professionals face and the coping mechanisms they employ in navigating workplace dynamics across various industries. This paper highlights three significant challenges identified in the findings: the pervasive nature of microaggressions and subtle biases in professional interactions, unspoken challenges and the emergence of inter-migrant discrimination, a phenomenon previously underexplored in Au

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38

Mehari, Abel Tewolde, Zerihun Ayenew Birbirsa, and Gemechu Nemera Dinber. "The effect of workforce diversity on organizational performance with the mediation role of workplace ethics: Empirical evidence from food and beverage industry." PLOS ONE 19, no. 7 (2024): e0297765. http://dx.doi.org/10.1371/journal.pone.0297765.

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This study examines the effect of workforce diversity on organizational performance in the Ethiopian food and beverage sector. It incorporates workplace ethics as a mediator to explain in detail the complex relationship between workforce diversity and organizational performance. The study uses a quantitative design, in which data is collected from a random sample of 359 employees from stratified random firms. A Structural Equation Model (SEM) result verified the viability of three of the four proposed hypotheses. Organizational performance is not directly affected by workforce diversity. But i

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Alozie, Ositadima Emeka. "Diversity V Multiculturalism Advantages And Disadvantages Of Workplace Diversity." International Journal of Scientific and Research Publications (IJSRP) 10, no. 1 (2020): p9720. http://dx.doi.org/10.29322/ijsrp.10.01.2020.p9720.

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40

Batten, E. "Diversity in the high-tech workplace: forums for diversity." IEEE Spectrum 29, no. 6 (1992): 27–29. http://dx.doi.org/10.1109/6.254042.

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41

Trenerry, Brigid, and Yin Paradies. "Organizational Assessment: An Overlooked Approach To Managing Diversity And Addressing Racism In The Workplace." Journal of Diversity Management (JDM) 7, no. 1 (2012): 11–26. http://dx.doi.org/10.19030/jdm.v7i1.6932.

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Strategies to manage diversity and address racism within organizations are fast becoming routine practice. This is especially important given the demographic compositions of workforces are changing and evidence that racism is commonplace within workplaces and associated with a range of detrimental economic, social and health outcomes. In this paper, we consider organizational assessment as a largely overlooked approach to managing diversity and addressing racism in the workplace. Approaches to organizational assessment in the fields of diversity management and cultural competency are explored

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42

LARAQI, HASNAA, and BENNANI YASMINA BENNIS. "What relationship between diversity in the workplace and organizational performance: a conceptual framework." African scientific journal Vol 3, N° 9 (2021): 304. https://doi.org/10.5281/zenodo.5807565.

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Résumé Cet article examine les recherches précédentes traitant l'influence de la diversité en milieu de travail sur la performance organisationnelle. Il fournit un cadre conceptuel de l'influence de la diversité sur la performance, et passe en revue la littérature sur les avantages potentiels de la diversité sur la performance et les problèmes potentiels de la diversité. L'objectif de cet article est de fournir aux praticiens et aux universitaires un cadre qui leur permettra de concevoir des initiatives de divers

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Temitayo Oluwaseun Jejeniwa, Noluthando Zamanjomane Mhlongo, and Titilola Olaide Jejeniwa. "Diversity and inclusion in the workplace: a conceptual framework comparing the USA and Nigeria." International Journal of Management & Entrepreneurship Research 6, no. 5 (2024): 1368–94. http://dx.doi.org/10.51594/ijmer.v6i5.1090.

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This paper offers a comparative conceptual analysis of diversity and inclusion practices within workplaces in the United States and Nigeria, elucidating the influence of cultural, economic, and legislative factors on these practices. Leveraging an extensive review of existing literature, this study examines the state of diversity and inclusion within corporate settings, identifying pivotal trends, challenges, and opportunities in both countries. The objective is to uncover how diverse societal norms and legislative backgrounds contribute to the shaping of workplace diversity and inclusion init

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44

Gordon, Virginia N., and Margaret J. Steele. "The Advising Workplace: Generational Differences and Challenges." NACADA Journal 25, no. 1 (2005): 26–30. http://dx.doi.org/10.12930/0271-9517-25.1.26.

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The American workplace today is unlike any other in history because for the first time it is made up of four distinct generations. The advising workplaces on today's college campuses mirror this generational diversity. Four generations and their different perceptions of work attitudes and values, management expectations, communication patterns, and even work hours and dress are addressed in this article. Also discussed are generational preferences for information giving, teaching styles, and advisor-training formats. Suggestions for how advisors and administrators can use this diversity to enr

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Raewf, Manaf B., and Yazen N. Mahmood. "The Cultural Diversity in the Workplace." Cihan University-Erbil Journal of Humanities and Social Sciences 5, no. 1 (2021): 1–6. http://dx.doi.org/10.24086/cuejhss.v5n1y2021.pp1-6.

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This research paper presents the workplace cultural diversity of a developing country (Iraq) and its role to make the position is better than before. This paper will examine the vision of diversity, diversity in an organization, and the cultural diversity in the workplace, and its role to help the organization in its success. The research methods were used to recognize the importance of cultural diversity, using a framework with specific measures, to evaluate the points of view of administrators and decision-makers in a number of companies in Kurdistan region of Iraq. The researchers concluded

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Nguyen, Colton. "Adapting Organizational Inclusivity Through Empowering Gender-Diversity." International Conference on Gender Research 7, no. 1 (2024): 262–69. http://dx.doi.org/10.34190/icgr.7.1.2102.

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With an increasingly diverse workforce, organizational efficiency needs to consider the measurement of sustainability through the empowerment of social identities. When organizational leaders intentionally foster a culture that values their gender-diverse stakeholders, organizational efficiency increases. This article reviews how organizational leaders are able to increase their productivity, efficiency and overall organizational sustainability through adapting to inclusive practices. Sharma (2019) notes that initiatives to enhance diversity, equity, and inclusion can significantly enhance a c

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Victoria Ibeh, Chidera, Oluwaseun Peter Oyeyemi, Akinola Elumakin Elufioye, Binaebi Gloria Bello, and Andrew Ifesinachi Daraojimba. "DIVERSITY, EQUITY, AND INCLUSION IN MODERN WORKPLACES: AN HR REVIEW OF STRATEGIES AND BENEFITS." Malaysian Journal Of Human Resources Management 1, no. 2 (2024): 83–90. https://doi.org/10.26480/mjhrm.02.2024.83.90.

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This HR review delves into the critical dimensions of Diversity, Equity, and Inclusion (DEI) within contemporary workplaces, offering a comprehensive analysis of strategies and the associated benefits. Recognizing the increasing significance of fostering diverse and inclusive environments, organizations are strategically prioritizing DEI initiatives to enhance organizational culture, foster innovation, and drive business success. The paper encapsulates the essence of the review, focusing on effective strategies employed by HR professionals to promote diversity, ensure equity, and cultivate inc

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48

Saif, Khameis Saif Alshamsi. "Diversity and Inclusion in Leadership: Understanding the Benefits and Challenges of Leading a Diverse Team." Diversity and Inclusion in Leadership: Understanding the Benefits and Challenges of Leading a Diverse Team 8, no. 11 (2023): 10. https://doi.org/10.5281/zenodo.10374383.

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Workplace inclusion and diversity have received a lot of discussion and attention recently. Today, many companies are taking steps to make their workplaces more inclusive because they understand the value of developing a diverse workforce. This article discusses the importance of inclusive leadership and practices, emphasizing how they affect organizations' productivity and their workforce's happiness. It also explores the challenges that managers of multicultural teams face, including prejudice, difficulty with change, and communication problems. The research strategy identifies the goals, in

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Lajkowicz, Christine. "Teaching Cultural Diversity for the Workplace." Journal of Nursing Education 32, no. 5 (1993): 235–36. http://dx.doi.org/10.3928/0148-4834-19930501-13.

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50

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.

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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- a

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