TY - JOUR
T1 - Analysing gender and diversity management issues across cultures from multiple perspectives: a Thai- German case
AU - Claes, Maria Theresia
AU - Hanappi-Egger, Edeltraud
PY - 2014
Y1 - 2014
N2 - One repercussion of the globalisation of the world’s markets is that managers are increasingly forced to deal with cross-cultural processes also including issues of gender and diversity. In an international context, the regulation and determination of organisational practice flows both ways, that is to say from headquarters to the local business units and vice versa, creating a so-called ‘paradoxical’ tension of competing forces. Multinationals are the ‘receivers’ as well as the ‘promoters’ of these paradoxical movements of convergence and divergence in management practice. Staff at headquarters are under pressure to take into consideration the norms and rules of their specific cultural context. The example of the Thai subsidiary of a German engineering company is used as a case study to illustrate the paradoxical tensions and dilemmas which arise when gender and diversity issues are managed in two very different cultural contexts.
AB - One repercussion of the globalisation of the world’s markets is that managers are increasingly forced to deal with cross-cultural processes also including issues of gender and diversity. In an international context, the regulation and determination of organisational practice flows both ways, that is to say from headquarters to the local business units and vice versa, creating a so-called ‘paradoxical’ tension of competing forces. Multinationals are the ‘receivers’ as well as the ‘promoters’ of these paradoxical movements of convergence and divergence in management practice. Staff at headquarters are under pressure to take into consideration the norms and rules of their specific cultural context. The example of the Thai subsidiary of a German engineering company is used as a case study to illustrate the paradoxical tensions and dilemmas which arise when gender and diversity issues are managed in two very different cultural contexts.
UR - http://www.inderscience.com/offer.php?id=65167
U2 - 10.1504/EJCCM.2014.065167
DO - 10.1504/EJCCM.2014.065167
M3 - Journal article
SN - 1758-1508
VL - 3
SP - 106
EP - 117
JO - European Journal of Cross-Cultural Competence and Management
JF - European Journal of Cross-Cultural Competence and Management
IS - 2
ER -