When international management meets diversity management: the case of IKEA Online publication date: Mon, 07-Jun-2010
by Morten Rask, Steffen Korsgaard, Jakob Lauring
European J. of International Management (EJIM), Vol. 4, No. 4, 2010
Abstract: This paper discusses the managerial and theoretical implications of utilising diversity management as a means of keeping alive the key values in the corporate culture, when the organisation becomes larger and more diverse. This is especially important in relation to recruitment, in which diversity management is increasingly recognised as a relevant way of managing human differences. We perform a content analysis of 44 IKEA recruitment websites as an empirical vehicle for understanding the embedded barriers, and the opportunities for combining diversity management and international management. We conclude that, through the use of diversity management principles, IKEA succeeds in manoeuvring in the paradox of the simultaneous need for a strong corporate culture and local adaptation. Thus, the paper contributes to the understanding of the use of diversity management principles in international management practices.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the European J. of International Management (EJIM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com