“Managing diversity” meets Aotearoa/New Zealand

Abstract

Argues that the discourse of “managing diversity”, emerging from the US management literature, cannot be simply mapped on to organisations in other cultural contexts. It uses the example of Aotearoa/New Zealand to show that a “diversity” based on the demographics and dominant cultural assumptions of the USA fails to address – and may in fact obscure – key local “diversity” issues. It argues that the dominant discourse of “managing diversity” has embedded in it cultural assumptions that are specific to the US management literature. It calls for a genuinely multi‐voiced “diversity” discourse that would focus attention on the local demographics, cultural and political differences that make the difference for specific organisations.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 150 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.