Rediscovering “Anekta mein ekta” or “kasrat mein wahdat”

Abstract

Purpose -The purpose of this paper is to offer an editorial introduction to the special issue on "Gender and diversity in organizations in South Asia". Design/methodology/approach -The paper reviews the state of extant research on equality, diversity and inclusion in South Asia. It also offers an overview of the papers included in the special issue and the unique contributions they make to this field of knowledge. Findings -Findings vary for each paper; however, overall, the special issue brings to the fore theoretical ideas, alternative organizing and organisations and challenges involved in diversity management in South Asia.Research limitations/implications -The papers offer fresh insights in theorizing and managing diversity and equality which depart from the dominant Anglo-centric theorizations in this field. Practical implications -Educators, policy makers and managers in organisations may take into account various findings and recommendations offered in the papers leading to greater awareness of the challenges and opportunities to formulate context-sensitive policies and practices of diversity in South Asia. Originality/value -Barring a few exceptions, the topic of gender and diversity management in South Asia, as for example the centrality of national culture and values, remains generally ignored in work and organization studies. Papers that are published appear in a wide variety of journals rarely achieving a critical mass. The current (special) issue of Equality, Diversity and Inclusion addresses these gaps and seeks to strengthen understanding of equality, diversity and inclusion pertaining to the region classified as South Asia.

Sacred activism through seva and khidmat: Contextualising management and organisations in South Asia

“…In a globalised world characterised by economic and social inequalities with disparities in employment and development, alternative possibilities suggest that one looks beyond the dominant or mainstream Western approaches to management and organisation to engage with and understand non-mainstream, sometimes referred to Eastern and Oriental approaches and perspectives (Pio, 2007b;Syed and Pio, 2013). In a world where business organisations are generally driven by a desire to create and add value, where the notion of value is more often than not defined by the financial bottom-line, and unethical corporate practices are not uncommon, it is important to explore alternative views of work, organisation and management.…”