Managing Cultural Diversity in Asia
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Managing Cultural Diversity in Asia

A Research Companion

Edited by Jawad Syed and Mustafa F. Özbilgin

This Companion provides an authoritative overview of how cultural diversity is managed in Asia. Although the Asian context appears at first sight to be irreconcilably divergent in terms of diversity management approaches, the contributing authors seek to explore thematic and geographical demarcations of the notions of cultural diversity and equality at work.
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Chapter 19: Diversity Management in Thailand

Daungdauwn Youngsamart, Greg Fisher and Charmine E.J. Härtel

Extract

19 Diversity management in Thailand Daungdauwn Youngsamart, Greg Fisher and Charmine E.J. Härtel Introduction Diversity management literature emerged first in the United States and initially spread to other economically developed countries. The underlying emphasis of this literature has been on organization-level issues faced by groups historically marginalized in employment opportunity or career progression, on the basis of gender, age, race and ethnicity, or religion. More recently, newly industrialized and economically emerging nations have begun to be a focus of diversity management research. The overwhelming emphasis of the research in these contexts has been gender diversity, though there is some coverage of race and ethnicity, or religion. In such fields as political science and development administration there has also been research on gender, race and ethnicity and religion, with a particular focus on migrant workers moving from rural- to industrialor city-based employment. This research has concentrated on societallevel issues such as poverty, corruption, exploitation, slave labor, and lack of political representation. There is little focus in this literature on organization-level management issues. Although culture and institution issues, such as the quality and enforcement of workplace-related legislation are common in diversity management, political science and development administration literature, these domains have essentially developed separately. It could also be argued that research into the expatriate experience is a form of diversity management research. However, the underlying emphasis of this literature is on management-level expatriates from developed countries, working in developing countries. These expatriates are generally in positions of relative organizational power. As...

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