The challenge of cultural diversity: harnessing a diversity of views to understand multiculturalism

Article Abstract:

Formal diversity-training programs have been growing rapidly, but anecdotal literature suggests that many such programs garner negative reactions from participants. Charges of "political correctness" and "white-male bashing" may typify such responses. This article theorizes that fundamental beliefs and multiple sources of influence must be taken into account to predict a participant's reaction. Burrell and Morgan's (1979) work on paradigmatic differences is used to identify polar opposite beliefs about multiculturalism. Ideal states of multiculturalism are then defined and predicted from these fundamental beliefs. These belief systems are compared to sources of influence to predict reaction to a formal diversity-training program. We conclude with some cautionary dialogue about realistic expectations of diversity and the polarizing effects of Balkanizing rhetoric. (Reprinted by permission of the publisher.)

Workplace multiculturalism, Workplace diversity, Cultural relations

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Congruence, contingency and theory building

Article Abstract:

Two central features of Dubin's conditions for constructing and testing theoretical models are congruence and contingency. Consequently, both congruence and contingency are basic to any understanding of (or research in the area of) predicting organizational responses to stimuli. The laws of relationship of a theory's variables define congruence. System states where system integrity is maintained but conditions change define contingency.

Research, Models, Study and teaching, Knowledge, Theory of, Epistemology, Congruences and residues, Congruences (Mathematics)

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Flexible manufacturing organizations: implications for strategy formulation and organization design

Article Abstract:

Recently developed flexible manufacturing technologies (FMT) offer managers new strategic opportunities. After summarizing the literature on organization level technology and manufacturing strategy, FMT organization is described and compared to mass production organization on several key dimensions. Propositions are offered to guide future research and management practice. (Reprinted by permission of the publisher.)

Management, Technology application, Corporations, Production engineering, Flexible manufacturing systems

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