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Dear GDO colleagues,

Please find below a CFP for Cross Cultural Managament:an international journal on cross-country comparisons (deadline December 1). I will be glad to be in touch. Please note I will be moving around until September 1,

Kind regards,

Call for Papers

Cross-cultural Management: An International Journal

Special Issue on

"Cross-cultural and Comparative Diversity Management"

Guest editors: Alain Klarsfeld, Lize Booysen, Eddy Ng, Liza Castro-Christiansen, Bård Kuvaas

Globalization and increasing worker immigration have resulted in greater diversity around the world (Hyman, Klarsfeld, Ng, & Haq, 2012).  To that end, organizations and employers are grappling with how best to manage an increasingly diversity workforce.  Diversity management is both about helping different cultures (along with different genders, race/ethnicity, sexual orientations, religious beliefs, generations, abilities, etc.) co-exist within countries and organizations, and fostering culture changes at multiple levels (national, organizational, groups, individuals).

Although a lot has been written on diversity management from a national perspective (e.g., see Klarsfeld, 2010, and Klarsfeld et al., 2014, on Country Perspectives on Diversity and Equal Treatment), very little comparative work has been undertaken to examine how diversity management policies and practices diffuse across different countries and organizations.  For example, Klarsfeld, Ng, & Tatli (2012) reported distinct national differences in diversity management approaches among France, Canada, and the UK, but also noted similarities between the UK and France, and between the UK and Canada.  Such comparisons provide valuable insights into understanding how globalization and external forces exerted by the industry, unions, and supranational policies play a key role in dictating how organizations and employers respond to changing demographics in the workplace.

Recent economic downturn and financial crises around the world also saw many western European nations such as France, Germany, and the UK retreating from multiculturalism, as a way to promote immigrant integration.  Politicians and opponents of multiculturalism often cite failed immigrant integration at the socioeconomic, sociocultural, and political levels as reasons for such retreats (Heath & Dimevera, 2014; Koopmans, 2013).  However, Ng and Metz (2014) demonstrated that multiculturalism and strategic tolerance have helped Canada and Australia foster national competitiveness and prosperity amidst changing demographics and an aging population.  To that end, a comparative approach to studying multiculturalism can inform public policy and organizational decision makers on how to leverage the strengths of a diverse workforce to gain a competitive advantage in a global marketplace.

Additionally, Ng and Burke (2004) found that cultural values such individualism/ collectivism, power distance, uncertainty avoidance, and masculinity/femininity play a role in predicting attitudes towards diversity and equality.  However, it is unclear if these values also hold in predicting tolerance and acceptance of diversity in other non-Western countries and cultures.  Thus, a cross-cultural study based on national values (such as Hofstede, GLOBE values) may have the potential to extend or understanding into the role of national cultures in the adoption of diversity management.

We invite broad submissions for papers that examine diversity management from any dimension (genders, race/ethnicity, sexual orientations, religious beliefs, generations, abilities, etc.).  Submissions may be conceptual or empirical, but must be cross-country or comparative in nature (i.e., two or more countries or regional).  Articles not suitable for the Special Issue might qualify for the International Thematic Handbook on Diversity Management at Work (Klarsfeld, Booysen, Ng, Castro-Christiansen, Kuvaas, in progress).

All manuscripts will undergo a double-blind review process.  Submissions should be between 6,000-9,000 words, including references, figures and tables, and follow the manuscript requirement outlined on the journal's website: http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=ccm#10.  The submission deadline is December 1, 2014.  Please direct queries to: Alain Klarsfeld, e-mail: a.klarsfeld@tbs-education.fr

References

Heath, A., & Demireva, N. (2014). Has multiculturalism failed in Britain?. Ethnic and Racial Studies, 37(1), 161-180.

Hyman, R., Klarsfeld, A., Ng, E., & Haq, R. (2012). Introduction: Social regulation of diversity and equality. European Journal of Industrial Relations,18(4), 279-292.

Klarsfeld, A. (Ed.). (2010). International Handbook on Diversity Management at Work: country perspectives on diversity and equal treatment. Edward Elgar Publishing.

Klarsfeld, A., Booysen, L., Ng, E., Roper, I., Tatli, A.. (2014), International Handbook on Diversity Management at Work: country perspectives on diversity and equal treatment, 2nd edition. Edward Elgar Publishing.

Klarsfeld, A., Ng, E., & Tatli, A. (2012). Social regulation and diversity management: A comparative study of France, Canada and the UK. European Journal of Industrial Relations, 18(4), 309-327.

Koopmans, R. (2013). Multiculturalism and immigration: A contested field in cross-national comparison. Annual Review of Sociology, 39, 147-169.

Ng, E. S., & Burke, R. J. (2004). Cultural values as predictors of attitudes towards equality and diversity: a Canadian experience. Women in Management Review, 19(6), 317-324.

Ng, E. S., & Metz, I. Multiculturalism as a Strategy for National Competitiveness: The Case for Canada and Australia. Journal of Business Ethics, 1-14.