Cultural diversity management as core competence: an integrated model for managing workforce diversity
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
2004
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | VI, 264 S. graph. Darst. |
Internformat
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Datensatz im Suchindex
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Contents
List of figures IV
List of tables V
List of abbreviations VI
Part I: Introduction 1
1 Research Problem 2
2 Objectives 5
3 Methodology 6
4 Structure of the Study 9
Part II: Theoretical Frame of Reference 13
1. Culture: A Demarcation of the Term 15
1.1 Systematisation of Approaches to Culture 16
1.2 Characteristics of the Culture Phenomenon 19
1.2.1 Central Features of the Concept of Culture 21
1.2.2 Culture: A Basic Definition 27
1.3 Levels of Culture 28
1.3.1 Culture on National Level 29
1.3.2 Culture on Industry Level 31
1.3.3 Culture on Corporate Level 32
1.4 Summary 34
2. Diversity Management: A Theory guided Consideration of the Concept 35
2.1 An Analysis of Existing Approaches to Diversity Management 36
2.1 1 The Understanding of Diversity in Research 36
2.1.2 Delimitation of the Diversity Variable: Cultural Diversity 40
2.1.3 Research Approaches to Diversity Management 41
2.1.3.1 Cox/Blake Approach 44
2.1.3.2 Thomas Approach 45
2.1.3.3 Gilbertetal. Approach 49
2.1.3.4 Cox Approach 50
2.1.4 Evaluation of Existing Approaches to Diversity Management Research 55
2.1.4.1 Evaluation of Organisational Level Concepts 56
2.1.4.2 Evaluation of Team Level Concepts 58
2.1.4.3 Evaluation of Individual Level Concepts 60
2.1.4.4 Summary 62
2.1.5 Cultural Diversity Management: A Basic Definition 64
2.2 The Impact of Cultural Diversity on the Company 65
2.2.1 Positive Effects of Cultural Diversity 65
2.2.2 Negative Effects of Cultural Diversity 70
2.2.3 Evaluation of the Effects of Cultural Diversity 76
2.3 Summary. 77
3. Concept of Core Competences: An Evaluation Framework 78
3.1 Evolution of Strategic Management 79
3.1.1 From the Origins to Market based View . 80
3.1.2 Resource based View as an Endogenous Perspective 84
3.1.2.1 Premises Underlying the RbV Approach 85
3.1.2.2 Systematisation of Terminology 87
3.2 Concept of Core Competences 90
3.3 Evaluation of the Core Competence Approach__ 95
3.4 Core Competences: A Basic Definition 98
3.5 Summary 100
n
4. Evaluation: An Integration of Research Fields __ 101
4.1 Cultural Diversity Management: A Core Competence? 01
4.1.1 Cultural Diversity Management as the Result of Organisational Learning Processes 102
4.1.2 Cultural Diversity Management as a Unique Skill 103
4.1.3 Cultural Diversity Management as a Combination of Skills O4
4.1.4 Cultural Diversity Management as an Intangible Resource 105
4.1.5 Sustainable Differentiation through Cultural Diversity Management 105
4.1.6 The Influence of Cultural Diversity Management on Market Performance 107
4.2 Cultural Diversity Management is a Core Competence! _107
4.3 Summary 110
5. Summary and Interim Conclusions about the Theoretical Frame of Reference 110
Part III: Model Development 113
1. Cultural Diversity Management: The Conceptual Framework 114
2. Cultural Diversity Management: The Organisational Level 117
2.1 Integration of Cultural Diversity into the Mission Statement 118
2.2 Cultural Diversity as a Component of Corporate Culture 121
2.3 Organisational Structure as Field of Activity 124
2.4 Top Management as Promoter 128
2.5 Summary of Cultural Diversity Management at the Organisational Level 129
3. Cultural Diversity Management: The Team Level 130
3.1 Understanding of Team Level 130
3.2 Problem Spheres of Cultural Diversity at the Team Level 133
3.2.1 Interaction Processes at Team Level , _ 133
3.2.1.1 Effects of Cultural Diversity on Communication 134
3.2.1.2 Effects of Cultural Diversity on Behaviour Patterns 134
3.2.2 Cognitive and Affective Processes at the Team Level 137
3.2.2.1 Effects of Cultural Diversity on Cognitive Structures 137
3.2.2.2 Effects of Cultural Diversity on an Affective Level 139
3.3 Measures of Cultural Diversity Management at the Team Level 141
3.3.1 Criteria for the Composition of Culturally Heterogeneous Teams 142
3.3.2 Cross cultural Training as a Tool for Existing Teams 149
3.3.2.1 Cross Cultural Training Concepts: An Introduction 150
3.3.2.2 Limitations of Cross Cultural Training 152
3.3.3 Cross Cultural Training for Existing Teams Confronted with Cultural Diversity 153
3.3.3.1 Communication and Language Training 155
3.3.3.2 Cross Cultural Training 156
3.3.3.3 Cross Cultural Coaching/Consulting 158
3.4 Summary of Cultural Diversity Management at the Team Level 160
4. Cultural Diversity Management: The Individual Level 162
4.1 Problem Spheres of Cultural Diversity at the Individual Level 162
4.1.1 Effects of Cultural Diversity on the Readiness and Ability to Perform 163
4.1.2 Effects of Cultural Diversity on Leadership Behaviour 166
4.2 Measures of Cultural Diversity Management at the Individual Level 171
4.2.1 Training to Dismantle Stereotypes and Prejudices 172
4.2.1.1 Training Content: Essence and Impact of Culture 174
4.2.1.2 Training Content: Essence and Impact of Stereotypes and Prejudices 174
4.2.1.3 Training Content: Essence and Impact of the own Culture 175
4.2.2 Developing Effective Leadership Behaviour 178
4.2.2.1 Multicultural Job Rotation 180
4.2.2.2 Participation in a Cross Cultural Project Group 182
4.2.2.3 Coaching 183
4.3 Summary of Cultural Diversity Management at the Individual Level 184
m
5. Cultural Diversity Management: The Functions of Human Resource Management 186
5.1 The Function of Human Resources Management 186
5.2 Promoter Function 188
5.3 Organiser Function 189
5.4 Supporter Function 189
5.5 Creator Function 190
5.6 Controller Function 192
5.7 Summary of the HRM Functions within Cultural Diversity Management 194
6. Summary of the Model Development 194
Part IV: Practice based Evaluation 197
1. Objectives of the Empirical Research 198
2. Methodology of Empirical Research 199
3. Results of the Empirical Research 201
3.1 Relevance of Cultural Diversity from a Practical Angle 202
3.2 Cultural Diversity Management: Initial Empirical Findings 204
3.2.1 Fundamental Success Factors for Dealing with Cultural Diversity 204
3.2.2 Methods and Instruments of Cultural Diversity Management in Practice 205
3.2.3 Evaluation of the Cultural Diversity Management Model 207
3.2.3.1 Systematisation Approach 208
3.2.3.2 Fields of Activity, Measures and Instruments 209
3.2.3.3 Practice related Strengths of the Model 211
3.2.3.4 Practice related Weaknesses of the Model 212
4. Summary of Practice based Evaluation 214
Part V: Final Conclusions 215
1. Summary of the Course of Research 215
2. Reflection on the Research Results 216
3. Future Research Requirements 220
4. Outlook for the Management 222
References and Appendices . 225
IV
List of figures
Fieure 1: The circle of science 7
Figure 2: Structure of the dissertation 11
Figure 3: Svstematisation of cultural approaches 17
Figure 4: The features of culture 21
Figure 5: Causality between behaviour and culture 22
Figure 6: Levels of culture according to Schein 23
Figure 8: Different approaches to industry culture 32
Figure 9: Dimensions for the determination of diversity 37
Figure 10: Spheres of activity in the management of cultural diversity 44
Figure 11: The diversity paradigm s action options 47
Figure 12: The diversity management model of Gilbert et al. 51
Figure 13: The interactional model of diversity 52
Figure 14: Model of cultural assumptions and organisational structures 57
Figure 15: Effects of cultural diversity on the organisational performance 76
Figure 16: Structure Conduct Performance model 81
Figure 17: Five Forces Model 83
Figure 18: Core competences: three central requirements 91
Figure 19: Classification pattern of core competences 94
Figure 20: Characteristics of core competences 102
Figure 21: Core competence related criteria of cultural diversity management 108
Figure 22: Cultural diversity management: an integrated model 115
Figure 23: Spheres of action on organisational level 117
Figure 24: Extract from the British Petroleum mission statement 119
Figure 25: Procedure for creating a mission statement 120
Figure 26: Spiral type cultural development in transnational companies 123
Figure 27: Organisational structure profile of the St. Gallen Management Concept 125
Figure 28: Activity spheres and measures on the organisational level 130
Figure 29: Dependence of team output on process quality 132
Figure 30: Problem areas in cooperation within culturally diverse teams 136
Figure 31: Personality characteristics for successfully dealing with cultural diversity 143
Figure 32: Significance and susceptibility to influence of the four competences 145
Figure 33: Structure of potential evaluation criteria for cultural diversity management.... 146
Figure 34: Svstematisation of cross cultural training 152
Figure 35: Forms of cross cultural training in culturally diverse teams 154
Figure 36: Measures of cultural diversity management on team level 161
Figure 37: Factors that influence the performance of employees 163
Figure 38: Variables affecting successful leadership 167
Figure 39: Preferred leadership styles in various cultures 169
Figure 40: Characteristics of coaching 184
Figure 41: Management of cultural diversity at the individual level 185
Figure 42: Functional concept of HRM 187
Figure 43: The 34 1 model of cultural diversity management 195
V
List of tables
Table 1: Distinction between the explicative and descriptive concept of culture 18
Table 2: An overview of the positive effects of diversity on a company 67
Table 3: Tools for cross cultural training as part of cultural diversity management 158
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| spelling | Erdönmez, Mukadder 1972- Verfasser (DE-588)130156272 aut Cultural diversity management as core competence an integrated model for managing workforce diversity vorgelegt von Mukader Erdönmez 2004 VI, 264 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Sankt Gallen, Univ., Diss., 2004 Culturele verschillen gtt Management gtt Interkulturelles Management (DE-588)4343519-1 gnd rswk-swf Kernkompetenz (DE-588)4434831-9 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Interkulturelles Management (DE-588)4343519-1 s Kernkompetenz (DE-588)4434831-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012921658&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Erdönmez, Mukadder 1972- Cultural diversity management as core competence an integrated model for managing workforce diversity Culturele verschillen gtt Management gtt Interkulturelles Management (DE-588)4343519-1 gnd Kernkompetenz (DE-588)4434831-9 gnd |
| subject_GND | (DE-588)4343519-1 (DE-588)4434831-9 (DE-588)4113937-9 |
| title | Cultural diversity management as core competence an integrated model for managing workforce diversity |
| title_auth | Cultural diversity management as core competence an integrated model for managing workforce diversity |
| title_exact_search | Cultural diversity management as core competence an integrated model for managing workforce diversity |
| title_full | Cultural diversity management as core competence an integrated model for managing workforce diversity vorgelegt von Mukader Erdönmez |
| title_fullStr | Cultural diversity management as core competence an integrated model for managing workforce diversity vorgelegt von Mukader Erdönmez |
| title_full_unstemmed | Cultural diversity management as core competence an integrated model for managing workforce diversity vorgelegt von Mukader Erdönmez |
| title_short | Cultural diversity management as core competence |
| title_sort | cultural diversity management as core competence an integrated model for managing workforce diversity |
| title_sub | an integrated model for managing workforce diversity |
| topic | Culturele verschillen gtt Management gtt Interkulturelles Management (DE-588)4343519-1 gnd Kernkompetenz (DE-588)4434831-9 gnd |
| topic_facet | Culturele verschillen Management Interkulturelles Management Kernkompetenz Hochschulschrift |
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