Rana Haq

Intersectionality of gender and other forms of identity

Purpose – This paper aims to present the challenges facing women in India due to the intersectionality of gender and other forms of identities impacting on their personal and professional lives by exploring the intersection of gender, colour, caste, ethnicity, religion, marital status, and class as sources of discrimination against women in Indian society and workplaces.Design/methodology/approach – The approach is discussing the socio‐cultural traditions leading up to the complexities of multiple intersections of identity for women living and working in India, offering a paradigm shift from Western issues of gender equality towards understanding womens empowerment issues within the Indian context.Findings – Indian women are marginalized in their access to education and healthcare, and they are also compromised in their personal and professional development by being undervalued, underemployed and under‐rewarded. The social implications are the impact of awareness, changing attitudes and corporate social ...

Team Building in an Online Organizational Behavior Course

The authors describe the development and delivery of a team-building exercise in an online organizational behavior undergraduate course. Qualitative data of student perceptions, collected at the end of the course, revealed both positive and negative reactions to various aspects of the team-building exercise. Based on these reactions, the authors discuss needed improvements in the assignment. They conclude by considering how their experience with the team-building exercise contributes to ongoing discussions about teamwork in management education and team building for virtual teams.

The managing diversity mindset in public versus private organizations in India

This paper explores the managing diversity mindset in the Indian public and private sector organizations. In-depth interviews were conducted on site with senior managers in a variety of private and public sector Indian organizations in December 2009. We compare the managing diversity attitudes, policies and practices in multinational corporations (MNCs) operating in India with those of the public sector organizations regulated by the Indian affirmative action policy of ‘reservation’ for the scheduled castes, the scheduled tribes and the other backward classes. Our findings indicate that, although attempts are being made by the government to extend reservation into the private sector, the current focus of voluntary managing diversity efforts in MNCs is exclusively on women while the reservation regulating public sector is primarily in compliance mode.

International assignments to/from India: do race and gender matter?

This paper examines two research questions pertaining to international assignments to/from India. One, should western multinationals adopt the predominant criterion of technical competence and ignore other factors, such as race and gender, for expatriate assignments to India? Two, in light of the increasing incidence of foreign direct investment from India, do Indian selectors place greater emphasis on technical competence vis-à-vis race and gender in international assignments to other countries, such as the US? To shed light on these research questions, Indians managers and professionals enrolled in executive management education programmes at three prestigious Indian Institutes of Management were asked to rank-order the suitability of four candidates for the positions of (a) director of Indian operations and (b) director of US operations of an Indian multinational. In both scenarios, the woman candidate is portrayed as superior to the male contenders in terms of educational background and managerial experience. In the case of the director of India operations, the woman candidate is African–American; in the director of US operations, she is presented as white. Using the Hare method, the African–American woman was ranked number 2 for the position of director of Indian operations; while the white American female emerged as the number 1 choice as the director of US operations. In the former scenario, there were differences in rankings between the male and the female respondents while there was no observed difference in the latter situation. These findings suggest that race does matter in international assignments to India, whereas it does not in the Indian operations in the US.

Introduction: Social regulation of diversity and equality

This article introduces the special issue on diversity and equality. We discuss the development of European Union anti-discrimination legislation, in particular as relates to gender and race/ethnicity, and the ways in which different European countries have implemented equality legislation. We also explore the complexities of the translation of the North American concept of diversity to European contexts. In conclusion we consider the interconnections between law and the ‘voluntary’ initiatives of employers and trade unions, and compare the contributions of the articles that follow.

L’influence des motivations entrepreneuriales sur la performance des PME

Compte tenu que l’entrepreneuriat occupe une place importante dans l’ensemble de l’économie canadienne, il est primordial de mieux comprendre les facteurs qui aident ou qui limitent le développement économique des petites et moyennes entreprises (PME). C’est dans cette perspective que cette étude cherche à susciter une meilleure compréhension de l’entrepreneuriat en examinant plus attentivement les motivations d’un échantillon de 375 entrepreneurs provenant des provinces canadiennes de l’Atlantique et de l’Ontario.

Practices of Organising and Managing Diversity in Emerging Markets Countries: Comparisons between Brazil, South Africa, India and Pakistan

PART 1: THEORIZING, INTERDISCIPLINARITY AND PLURALISM OF ORGANIZING AND MANAGING DIVERSITY PART 2: PLURAL/EPISTEMOLOGICAL PERSPECTIVES ON ORGANIZING AND MANAGING DIVERSITY PART 3: METHODICAL/EMPIRICAL PERSPECTIVES ON DIVERSITY IN ORGANIZATION AND MANAGEMENT PART 4: CONTEXTS AND PRACTICES OF ORGANIZING AND MANAGING DIVERSITY PART 5: INTERSECTIONALITY AND CROSS/INTERCULTURAL ANALYSES PART 6: WHERE DID WE COME FROM AND WHERE DO WE GO? REFLECTIONS ON THEORY, RESEARCH AND PRACTICES OF ORGANIZING AND MANAGING DIVERSITY