Anais
Resumo do trabalho
Estratégia em Organizações · Estratégia Internacional e Globalização
Título
GLOBAL DIVERSITY MANAGEMENT: THE ROLE OF AFFINITY GROUPS IN ADAPTING MULTINATIONALS’ DEI STRATEGIES TO SUBSIDIARIES’ LOCAL CONTEXTS
Palavras-chave
Global Diversity Management
Employee Resource Groups (ERG)
Strategy Implementation,
Agradecimento:
This study was financed in part by the Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - Brasil (CAPES) - Finance Code 001.
Autores
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Ana Carolina TalaricoESCOLA DE ADMINISTRAÇÃO DE EMPRESAS DE SÃO PAULO DA FUNDAÇÃO GETÚLIO VARGAS
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Jorge Manoel Teixeira CarneiroESCOLA DE ADMINISTRAÇÃO DE EMPRESAS DE SÃO PAULO (FGV-EAESP)
Resumo
Introdução
Organizations face a challenge regarding diversity management. Diversity, equity and inclusion (DEI) strategies differ from traditional corporate strategies in their focus; while the latter focus on competitive advantage and improving corporate performance, DEI strategies entail a broader social and ethical rationale (George, Haas, McGahan, Schillebeeckx & Tracey, 2023). Multinational companies (MNCs) face an additional challenge in the formulation and implementation of DEI strategies because of the geographical dispersion and psychic heterogeneity among subsidiaries in their different local c
Problema de Pesquisa e Objetivo
By understanding how diversity, equity and inclusion strategies are implemented in multinational companies and their subsidiaries this study aims at advancing the research on DEI management in International Business. Given the complexity of implementation of diversity strategies, this study is guided by the following research question: How are MNCs’ DEI strategies adapted to subsidiaries’ local contexts?
Fundamentação Teórica
Strategy implementation
Strategy implementation in multinationals
DEI strategy implementation and global diversity management
Strategy implementation in multinationals
DEI strategy implementation and global diversity management
Metodologia
To examine how multinationals implement their diversity and inclusion strategies from headquarters to subsidiaries and specifically to understand how DEI strategies are adapted to local contexts of diversity in order to achieve success, a multiple case study design was employed that covers headquarters and subsidiaries of seven multinational corporations. These cases provide insight into how DEI strategies are implemented, from headquarters to subsidiaries, capturing diverse situations and offering a comprehensive examination of the implementation process.
Análise dos Resultados
In order to understand how DEI strategies were implemented (i.e., cascaded down the geographies and hierarchies and adapted) in multinationals.
Interviews were coded, conducted in stages, starting with open coding to identify main themes and assign each one with the corresponding code.
Interviews were coded, conducted in stages, starting with open coding to identify main themes and assign each one with the corresponding code.
Conclusão
This study reveals a substantial impact of employee resource groups (ERG) centered in diversity dimensions in DEI initiatives within subsidiaries, serving as crucial agents in tailoring diversity guidelines from headquarters to local context. The findings offer insights into the efficacy of participative frameworks, illustrating how affinity groups can formulate DEI initiatives within the organization, particularly in situations in which the DEI corporate structure is limited or absent. This research enhances the theoretical foundation of DEI strategies by presenting the shift from traditional
Contribuição / Impacto
From a practitioner standpoint, this research provides guidance for HR and DEI managers to improve their DEI efforts. By unveiling the role of affinity groups, the study shows the significance of these groups in facilitating and promoting the implementation of effective DEI initiatives, particularly in foreign subsidiaries that do not have a specific DEI corporate structure.
Referências Bibliográficas
Weiser et al.