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In diverse societies such as South Africa, organizations continue to face inclusion challenges when implementing change. This study proposes a different method and new dimension of diversity management within the cognitive diversity construct, namely human niche theory, to tackle the diversity dilemma of exclusivity. The research question asked whether human niche theory, as a defined concept within cognitive diversity, could be utilized by managers to enable inclusion and promote sustainable organizational change implementation. Conceptually, this paper relates human niche theory to seven themes in the change process, namely, communication, training, motivation, resources, control, monitoring, and feedback. An exploratory single case study in a multicultural South African automotive organization that implemented a company-wide technology change project was used as a unit of analysis. The single case study revealed a new understanding of change implementation processes using the human niche theoretical framework related to radical technological change implementation. Data collection included in-depth interviews, focus group sessions, solicited company data, field notes, and observations. Content and comparative data analysis were used to present findings. This research showed that managers’ awareness of human niche theory in terms of cognitive diversity could assist in managing diversity, enabling inclusion, and change effectiveness in the organization, while minimizing emotional exclusion.

Orientation: Diversity management, focusing on developing and appreciating diverse ideas and building relations among diverse employees, and new electronic human resource management (e-HRM) approaches to employees, often leave employees feeling disrespected and indignant. Thus, instead of human resource practitioners, harnessing the strategic role of e-HRM towards value creation for people and organisation, e-HRM has taken a dehumanising turn. Research purpose: This research questioned how technological changes affecting e-HRM could optimise and enable diversity. Motivation for the study: Current literature does not adequately address this e-HRM dilemma impacting on HRM. Research approach/design and method: A qualitative exploratory case study was used to determine how and to what extent the application of e-HRM technology implementation impacted on diversity management. The human niche and ecological model theories help explain the nature of employees’ interactional relationships and coping mechanisms when intervening factors such as e-HRM are introduced respectively. Main findings: The research revealed disconnectedness between e-HRM, individuals and groups, affecting efficiency. Further research is required to improve humanistic approaches for e-HRM implementations. Practical/managerial implications: Application of human niche theory may guide a more participative approach from the onset. Leaders and managers who follow a pure transactional approach may fuel employee isolationism and hamper diversity management through technology in e-HRM. Contribution/value-add: Our findings provide insight into the unintended consequences of diversity. We indicated how e-HRM systems can lead to relational breakdown in a developing country context. Technology should be integrated in managing diversity, and not just focused on operational efficiencies.

The aim of this symposium is to examine the impact of recent momentous events - from the policies of US President Donald Trump to Brexit – for issues of equality, diversity and inclusion in the wor...

1. Framing Sustainable Management Development in in Africa Hamid H. Kazeroony Part 1: Capacity Building in Africa 2. Public Policy and Higher Education: The Case of Botswana Dorothy Mpabanga 3. Challenges in Developing African Management Scholars: An Auto-ethnographic Study Emmanuel Mukwevho and Yvonne du Plessis 4. The Role of Accreditation in Overcoming the Challenges of Graduate Management Programs in Africa Enase Okonedo and Timothy Aluko 5. Meeting the Graduate Management Program Challenges in Nigeria Olusegun Matanmi Part 2: African Social, Cultural, and Political Influences 6. Cross-Cultural Studies as a Resource for Management Development in Africa Mariya Bobina and Mikhail Grachev 7. The Role of Cross-Cultural Communication in Management Practices of Multinational Companies (MNCS) in Sub-Saharan Africa James Baba Abugre 8. Surviving in Africa: MNCs Response to Institutional Deficiencies and Moral Implications Adeyinka A. Adewale and Sharif M. Khalid Part 3: Theorizing African Management and Organization 9. Theory Construction to Serve African Management and Organizational Practices Hamid H. Kazeroony 10. Alternative Approaches to Management Research in Africa: Hermeneutics, Graphic Scales and Applied Interventions Bill Buenar Puplampu 11. Management Theories: The Relegated Strengths Based African Practices Shiphrah Mutungi, Emmanuel Mutungi, and Rose Fuentes Part 4: Challenges and Pathways to Building Organizational Capabilities in Africa 12. Human Capital Development in Africa: Some Urgent Considerations Bill Buenar Puplampu 13. Building the Next Generation of African Managers and Entrepreneurs Henrietta Onwuegbuzie 14. Public Private Partnerships for Enhancing Organizational Capabilities in Nigeria Osikhuemhe Okwilagwe and Christos Apostolakis 15. The Role of the Legal Profession in Facilitating a Regulatory Framework for Public Private Partnerships in Ghana Bill Buenar Puplampu 16. A Framework for Building Organizational Capabilities in Africa Hamid H. Kazeroony

Chapter 1 sets the stage for the way this book examines capitalism and its exploration of the social, political, and economic context of individuals’ and firms’ place within the societal setting. In this chapter, we provide the methodological orientation of our compilation and examination of the research addressing the theme Capitalism and the Social Relationship: An Organizational Perspective. We will also examine the nature of capitalism’s emergence as a global system and its current state, which impacts on the way organizations operate. Additionally, we will explore the inherent contradictions in the global capitalist system, created by outsourcing and offshoring, which have led to domestic imbalances for some countries, displacing individuals, and changing organizations. Finally, we will examine how the global capitalist system, as viewed by different political perspectives, addresses and resolves its inadequacies and how organizations are influenced by changes resulting from interactions within the capitalist system.

Part I: Fundamentals of International Management Education 1. Reflective Leadership: A Vision for International Management Education (Dieter Euler and Monica Feixas) 2. Developing Leaders within Emerging Multinationals: The PETRONAS Way (Dahlia Zawawi, Yasir Abdul Rahman and Ramli Atan) 3. Management across Cultures when the Boundaries are Intra-national (Leslie Stager, Joe Gladstone and Linda Beamer) 4. What's in a Name? (Lorraine Eden, Li Dai and Dan Li) Part II: What is International Management Education? 5. International Strategy (Karim Kirollos) 6. Emerging Complexity in International Management (Joo-Seng Tan) 7. International Business (Simona Gentile-Ludecke and Sarianna M. Lundan) 8. Ethics and Social Responsibility in International Business (Toyoko Sato) 9. How is Entrepreneurship Studied in International Business? (Andreea Kiss and Sjoerd Beugelsdijk) 10. Where does International Marketing come from? (Naushadul H. Mullick) Part III: International Management Education and its Evolving Context 11. International Management in Brazil: An International and Interdisciplinary Perspective (Ana Guedes and Alex Faria) 12. Cultural Aspects of International Management Education in ex-Soviet bloc countries: With a Focus on Marketing (Denis Goussarov) 13. Approaching International Ethics and Corporate Responsibility with a Holistic Approach: The Case of Korean Universities (Jae Eon Yu) 14. Teaching International Management in the UAE: Issues and Avenues for Solutions (Kevin Schoepp and Constance Van Horne) 15. The Russian Wildcard in International Management Education (Iya Churakova) 16. International Management Education in China: A Blessing or a Curse? (Haiming Hang) 17. The Current State of International Management Education in SE Asia (Pattana Boonchoo, Olimpia C. Racela and Chaiporn Vithessonthi) 18. A Case of International Management Education in Africa: The University of Botswana (Dorothy Mpabanga) Part IV: Technology and International Management Education 19. Challenges, Changes, New Technologies and a New Paradigm facing Polish IME in a Globalized Education Era (Peter Odrakiewicz) 20. Dispersing Knowledge with Films in North America (Joseph E. Champoux) 21. The Promise of Mobile Learning: Is this really a Paradigm Shift in International Management Education or is it Deja Vu? (Guy Ellis and Chris O'Brien) 22. The Impact of IT: Reaching the Customers and the Employees (Shahzada Farhan Akbar and Adnan Ashraf) 23. Using IT to Support International Management (Fer-Hoc Walter Fang, Andrew Gonzalez and Mike Su) Part V: Re-Thinking International Management Education 24. The Internationalization of International Management Education and its Limitations (Lars Engwall and Matthias Kipping) 25. Buzz Words in International Management Education (Mark Casson and Marina Della Giusta) 26. International Neuromanagement: Deconstructing International Management Education with Neuroscience (Magdalena Bielenia-Grajewska) 27. Developing a Successful IME Programme: Meeting the Requirements of Entrepreneurial Ventures and their Business Environments (Rosalind Jones and Richard Edwards) Appendices

The field of application of Corporate Social Responsibility (CSR) is limited to the corporations as the very acronym CSR indicates (i.e.: corporate). This symposium discusses the systemic need and ...

The drift towards new forms of delegation of control over crucial resources from public entities to private firms is a phenomenon can be directly linked to the wide spread of privatization policies in Western economies. In the literature, deciding whether privatizing or not state-owned enterprises is typically presented as a technical point that must be subject to an economic evaluation: the emphasis is put on the "the ante fact". In our study we want to discuss “the ex-post” in terms of effects produced on the relationship between consumers and providers. To interpret this dimension we introduce the concept of neo-medievalism. The context is offered by Italian market where, recently, many industries, and in particular many public utilities were privatized, in the name of a higher level of efficiency.