Global Diversity Management: Towards a Conceptual Framework

[Excerpt] Compared to research on cross-national differences in diversity management, more research has been conducted within the second key area of global diversity management – that on the effective management of culturally diverse teams and organizations, and on the development of global competence among employees. Indeed, research on multicultural teams (e.g. Earley and Gibson, 2002), global competence (e.g. Chang and Tharenou, 2004; Earley and Peterson, 2004), and conflict management in multicultural groups (e.g. Barkema et al., 2003) has been emerging in the last decade; it simply has not been labelled a part of global diversity management per se. However, to date, there are no unifying frameworks for studying global diversity, with the exception of one by Mor Barak (2000), which focuses on the connection between subsidiaries and the larger communities in which they are embedded. While we agree that this is an important issue, many leaders of global firms first want to know how to manage global diversity within the confines of their organization. Thus, one of our goals in introducing this special issue on global diversity is to propose one such framework, to serve two primary aims: (a) to provide a framework within which to situate the papers that appear in this special issue; and (b) to stimulate future research in the area. In what follows, we briefly describe this framework, and then we introduce the papers for the special issue

EPIdemiology of Surgery-Associated Acute Kidney Injury (EPIS-AKI) : Study protocol for a multicentre, observational trial

More than 300 million surgical procedures are performed each year. Acute kidney injury (AKI) is a common complication after major surgery and is associated with adverse short-term and long-term outcomes. However, there is a large variation in the incidence of reported AKI rates. The establishment of an accurate epidemiology of surgery-associated AKI is important for healthcare policy, quality initiatives, clinical trials, as well as for improving guidelines. The objective of the Epidemiology of Surgery-associated Acute Kidney Injury (EPIS-AKI) trial is to prospectively evaluate the epidemiology of AKI after major surgery using the latest Kidney Disease: Improving Global Outcomes (KDIGO) consensus definition of AKI. EPIS-AKI is an international prospective, observational, multicentre cohort study including 10 000 patients undergoing major surgery who are subsequently admitted to the ICU or a similar high dependency unit. The primary endpoint is the incidence of AKI within 72 hours after surgery according to the KDIGO criteria. Secondary endpoints include use of renal replacement therapy (RRT), mortality during ICU and hospital stay, length of ICU and hospital stay and major adverse kidney events (combined endpoint consisting of persistent renal dysfunction, RRT and mortality) at day 90. Further, we will evaluate preoperative and intraoperative risk factors affecting the incidence of postoperative AKI. In an add-on analysis, we will assess urinary biomarkers for early detection of AKI. EPIS-AKI has been approved by the leading Ethics Committee of the Medical Council North Rhine-Westphalia, of the Westphalian Wilhelms-University Münster and the corresponding Ethics Committee at each participating site. Results will be disseminated widely and published in peer-reviewed journals, presented at conferences and used to design further AKI-related trials. Trial registration number NCT04165369

A relational framework for international transfer of diversity management practices

The aim of this paper is to propose that a relational framework, which is underpinned by a contextual and multilevel conceptualisation of diversity management, can help international transfer of diversity management policies and practices. We argue that the mainstream single-level conceptualisations of diversity management within the territory of legal or organisational policy fail to capture the relational interplay of structural- and agentic-level concerns of equality. Consequently, individual choices, organisational processes, and structural conditions – all of which collectively account for unrelenting power disparity and disadvantage within social and employment contexts – remain generally under explored. The paper proposes a relational framework that bridges the divide between macro-national, meso-organisational and micro-individual levels of analyses to arrive at a more comprehensive, realistic and context-specific framing of diversity management, which can overcome the difficulties of international transfer

Global Diversity Management: Towards a Conceptual Framework

[Excerpt] Compared to research on cross-national differences in diversity management, more research has been conducted within the second key area of global diversity management – that on the effective management of culturally diverse teams and organizations, and on the development of global competence among employees. Indeed, research on multicultural teams (e.g. Earley and Gibson, 2002), global competence (e.g. Chang and Tharenou, 2004; Earley and Peterson, 2004), and conflict management in multicultural groups (e.g. Barkema et al., 2003) has been emerging in the last decade; it simply has not been labelled a part of global diversity management per se. However, to date, there are no unifying frameworks for studying global diversity, with the exception of one by Mor Barak (2000), which focuses on the connection between subsidiaries and the larger communities in which they are embedded. While we agree that this is an important issue, many leaders of global firms first want to know how to manage global diversity within the confines of their organization. Thus, one of our goals in introducing this special issue on global diversity is to propose one such framework, to serve two primary aims: (a) to provide a framework within which to situate the papers that appear in this special issue; and (b) to stimulate future research in the area. In what follows, we briefly describe this framework, and then we introduce the papers for the special issue.Nishii11_Global_diversity_management.pdf: 1902 downloads, before Oct. 1, 2020