
Contents
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25.1 Introduction 25.1 Introduction
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25.2 Understanding Culture and Cultural Diversity 25.2 Understanding Culture and Cultural Diversity
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25.3 Landmark Studies in Cross-Cultural Research 25.3 Landmark Studies in Cross-Cultural Research
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25.4 The Convergence–Divergence Debate 25.4 The Convergence–Divergence Debate
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25.5 Current Research Issues in Cultural Diversity 25.5 Current Research Issues in Cultural Diversity
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25.5.1 The Relationship between Cultural Diversity and Performance 25.5.1 The Relationship between Cultural Diversity and Performance
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25.5.1.1 The ‘Dysfunctional Diversity’ View 25.5.1.1 The ‘Dysfunctional Diversity’ View
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25.5.1.2 The ‘Value-In-Diversity’ View 25.5.1.2 The ‘Value-In-Diversity’ View
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25.5.1.3 Developing an Integrated Approach 25.5.1.3 Developing an Integrated Approach
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25.5.2 Knowledge-Sharing 25.5.2 Knowledge-Sharing
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25.5.3 Transnational Teams 25.5.3 Transnational Teams
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25.5.4 Cultural Intelligence 25.5.4 Cultural Intelligence
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25.6 Practical Applications: Managing Cultural Diversity in Transnational Firms 25.6 Practical Applications: Managing Cultural Diversity in Transnational Firms
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25.6.1 HRM Practices 25.6.1 HRM Practices
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25.6.2 HRM Structure 25.6.2 HRM Structure
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25.6.3 HRM Roles 25.6.3 HRM Roles
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25.6.3.1 More Human Resource Activities 25.6.3.1 More Human Resource Activities
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25.6.3.2 The Need for a Broader Perspective 25.6.3.2 The Need for a Broader Perspective
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25.6.3.3 More Involvement in Employees' Personal Lives 25.6.3.3 More Involvement in Employees' Personal Lives
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25.6.3.4 Changes in Emphasis as the Workforce Mix of Expatriates and Locals Varies 25.6.3.4 Changes in Emphasis as the Workforce Mix of Expatriates and Locals Varies
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25.6.3.5 Risk Exposure 25.6.3.5 Risk Exposure
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25.6.3.6 More External Influences 25.6.3.6 More External Influences
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25.6.4 Managerial Competencies for Cultural Diversity 25.6.4 Managerial Competencies for Cultural Diversity
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25.6.5 Employees in Developing Countries 25.6.5 Employees in Developing Countries
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25.7 Future Directions for Theory, Research, and Practice 25.7 Future Directions for Theory, Research, and Practice
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25.8 Summary and Conclusions 25.8 Summary and Conclusions
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References References
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25 Transnational Firms and Cultural Diversity
Get accessHelen De Cieri is Professor of Human Resource Management and Director of the Australian Centre for Research in Employment and Work (ACREW) at Monash University. Her research is concerned with strategic human resource management, global HRM, and HRM in multinational networks, and she is co-author of Human Resource Management in Australia (McGraw-Hill) with Robin Kramar.
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Published:02 September 2009
Cite
Abstract
Globalization has impacted significantly on many firms, with substantial implications for human resource management (HRM). Geopolitical, social, economic, and technological changes have created opportunities for managers and employees to interact with culturally diverse populations. The development of cultural diversity in the workforce presents substantial and complex challenges for HR scholars and managers as they strive to determine the potential implications of cultural diversity for firm effectiveness. This article examines cultural diversity issues, which are increasingly viewed as a critical aspect of management in transnational firms.
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