A relational framework for international transfer of diversity management practices

Abstract

The aim of this paper is to propose that a relational framework, which is underpinned by a contextual and multilevel conceptualisation of diversity management, can help international transfer of diversity management policies and practices. We argue that the mainstream single-level conceptualisations of diversity management within the territory of legal or organisational policy fail to capture the relational interplay of structural- and agentic-level concerns of equality. Consequently, individual choices, organisational processes, and structural conditions – all of which collectively account for unrelenting power disparity and disadvantage within social and employment contexts – remain generally under explored. The paper proposes a relational framework that bridges the divide between macro-national, meso-organisational and micro-individual levels of analyses to arrive at a more comprehensive, realistic and context-specific framing of diversity management, which can overcome the difficulties of international transfer.

Keywords:

• context
• diversity management
• equal employment opportunity
• intersectionality
• relational perspective

Acknowledgement

An earlier version of this paper was presented at the 2007 Annual Meeting of the Academy of Management, Philadelphia, PA, 3–8 August. The authors wish to thank Peter Murray, Robin Kramar and three anonymous reviewers for providing valuable feedback on earlier drafts of this paper.