Gender diversity management in foreign subsidiaries: A comparative study in Germany and Japan

Bader, Anna Katharina; Froese, Fabian Jintae; Cooke, Fang Lee; Schuster, Tassilo

doi:10.1016/j.intman.2021.100921

Cited by 19 publications

(15 citation statements)

References 58 publications

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“…(2015) in China and partial support of Proposition 2 , CEE MNEs report on Western definitions of diversity, even though sexuality, spirituality, and ethnicity are only found in a maximum of two companies. Nevertheless, CEE Oil and Gas companies with purely domestic operations are following etic DM mandates to a much lesser extent, confirming Proposition 4 , and supporting the findings by Bader et al. (2022) as well as Küskü et al.…”

Section: Discussionsupporting

confidence: 71%

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Against all odds: how the institutional context shapes diversity management in the Central and Eastern European Oil and Gas industry

Hilger

Велинов

Özbilgin

2023

EDI

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PurposeDue to their multifarious backgrounds, multinational enterprises from emerging economies offer unique research opportunities to push the boundaries of our understanding knowledge of diversity management in transitional contexts. In that regard, Central and Eastern European multinationals present a blind spot in diversity management research.Design/methodology/approachThis article examines the extent to which context shapes the discourse on diversity management in the Oil and Gas industry across Central and Eastern Europe (CEE) through a qualitative approach based on content analyses of corporate communication data matched with data on national institutional contexts.FindingsThe data suggests a lack of effective pro-diversity pressures across CEE except for cultural pressure in European Union member countries. However, CEE Oil and Gas companies report a broader scope of diversity management than studies of Western counterparts suggest. Companies with subsidiaries in Western countries show convergence towards etic diversity approaches, while local and regional companies are more divergent.Originality/valueThis article defines the boundary conditions of diversity management in the Oil and Gas industry across nine CEE countries and how they impact the diversity discourse in the industry. This article also showcases the impact of foreign market presence in the West as a driver for diversity management reporting.

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Section: Discussionsupporting

confidence: 71%

“…, 2012). However, findings, for example by Erdur (2020) or Bader et al. (2022), revealed that due to cross-national differences and local sensitivities, diversity management (DM) is often context specific.…”

Section: Introductionmentioning

confidence: 99%

Against all odds: how the institutional context shapes diversity management in the Central and Eastern European Oil and Gas industry

Hilger

Велинов

Özbilgin

2023

EDI

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“…What is often overlooked is that the Asian context fundamentally differs from the Western context in terms of economic, cultural, institutional, and social circumstances (Bader et al, 2022;Froese et al, 2020;Wu & Si, 2018;Wu et al, 2017). While these factors unavoidably shape the resources that entrepreneurs, especially female entrepreneurs, possess, what they are (not) able to do, how they should behave, and other aspects of their entrepreneurship, some scholars may easily attribute the exponential growth in female entrepreneurship in Asia to economic factors (Hernandez et al, 2012;Wu et al, Forthcoming).…”

Section: Introductionmentioning

confidence: 99%

Female entrepreneurship in Asia: a critical review and future directions

Franzke

Froese

et al. 2022

Asian Bus Manage

Self Cite

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Female entrepreneurs contribute substantially to economic growth in Asia. Despite their economic success, we know relatively little about them. This article presents a comprehensive review of female entrepreneurs in Asia, focusing on how they differ from their counterparts in the West, along four dimensions: female entrepreneurs’ unique characteristics, their distinct intentions, their constraints on resources, and their management styles. Our analysis revealed striking differences between female entrepreneurs in Asia and those in the West but also substantial heterogeneity within Asia. In developing Asian countries, female entrepreneurs often have a low level of education and work in the informal sector, driven by economic necessity, whereas many female entrepreneurs in transitioning/developed Asian countries are highly educated and work in high-growth industries. Culture and different religions, e.g., Islam and Hinduism, are major sources of constraints for the education and financing of female entrepreneurs in Asia. Family ties play a key role in the leadership style of female entrepreneurs in Asia. The review and analysis have important implications for future research and entrepreneurial practice.

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“…EDI‐related initiatives and diversity management are particularly challenging to implement in multinational companies (MNCs), not least because of problems with legitimacy, in particular among non‐HR managers (Davis et al., 2016; Kirton & Greene, 2019). Additionally, EDI approaches originate in the Global North and often do not account for contextual differences (e.g., Umeh et al., 2022), further exacerbating problems with their relevance in different local cultural contexts (e.g., Bader et al., 2022; Hennekam et al., 2017; Sippola & Smale, 2007). These implementation challenges are not helped by the fact that global diversity management (GDM) still remains an under‐researched area (Cooke et al., 2019).…”

Section: Introductionmentioning

confidence: 99%

Implementing the equality, diversity, and inclusion agenda in multinational companies: A framework for the management of (linguistic) diversity

Ciuk

Śliwa

Harzing

2022

Human Res Mgmt Journal

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Advancing, both conceptually and practically, the equality, diversity, and inclusion (EDI) agenda, which is notoriously difficult to implement, this paper addresses the under-researched area of global diversity management (GDM) in multinational companies (MNCs). Drawing on Harrison and Klein's (2007) conceptualisations of diversity (separation, variety, and disparity) and two core concepts (fluidity and reciprocity) that reflect recent developments in the EDI literature, we propose a two-step framework for implementing the EDI agenda through GDM. We argue that to achieve inclusion, we first need to think differently about diversity and differences (i.e., view diversity in a positive light and recognise and appreciate differences as fluid), in order to act differently (i.e., promote reciprocal effort to leverage diversity). We illustrate our framework with the specific case of linguistic diversity, a diversity dimension that is particularly salient, but also often neglected in MNCs, and discuss the implications of the proposed framework for EDI theory as well as human resource management policies and practice.

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Gender diversity management in foreign subsidiaries: A comparative study in Germany and Japan

Cited by 19 publications

References 58 publications

Against all odds: how the institutional context shapes diversity management in the Central and Eastern European Oil and Gas industry

Against all odds: how the institutional context shapes diversity management in the Central and Eastern European Oil and Gas industry

Female entrepreneurship in Asia: a critical review and future directions

Implementing the equality, diversity, and inclusion agenda in multinational companies: A framework for the management of (linguistic) diversity

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