International Journal of Human Resource Management
Call for Papers for Special Issue on
A Global Perspective on Diversity and Inclusion in Work Organizations
Deadline for submission: 31 July 2013
Targeted publication date for the Special Issue: late 2014
Special Issue Editors:
Elaine Farndale, The Pennsylvania State University/Tilburg University (euf3@psu.edu)
Michal Biron, University of Haifa/Tilburg University (mbiron@univ.haifa.ac.il)
Dennis R. Briscoe, University of San Diego (dbriscoe@sandiego.edu)
Wendy J. Casper, University of Texas at Arlington (wjcasper@uta.edu)
Sumita Raghuram, The Pennsylvania State University (raghuram@psu.edu)
This special issue seeks articles that take an innovative approach to examining diversity and inclusion in work organizations, particularly highlighting distinctions between countries on a global scale. Papers will add value through theory building and implications for HR practitioners. Empirical, theoretical, and conceptual papers will be sought that increase our understanding of what can be expected in diversity and inclusion in upcoming decades. The theme for the special issue includes both a comparative and strategic international human resource management perspective on diversity and inclusion.
The areas that we would like contributors to engage with in this special issue, although these are not meant as a limiting device, include the following:
· The importance of defining what diversity and inclusion means within a given cultural/national context and its HRM practice implications (e.g. talent management, recruitment and selection policy, performance management, flexible working practices) – these will be studies in a single country on a (traditional or novel) diversity and inclusion theme which analyse the country context to help explain the results. Typical theoretical perspectives which may emerge here include organizational justice (how perceptions of fairness are related to diversity and inclusion, and how they may vary across cultures), and institutional theory (e.g. Ferner, Almond & Colling, 2005: explaining the coercive, normative and mimetic pressures on firms to be perceived as legitimate in any given country context).
· Commentators have argued for a broader definition of IHRM diversity. For example, in the study of international assignments, researchers are encouraged to not only look at expatriate managers, but at a broader range of diasporas, migrants, exiles, refugees, and nomads in the world of work (De Cieri, Wolfram Cox, & Fenwick, 2007). Another example is looking beyond diversity in skills to diversity in values - skills have to do with structural issues of what diversity can bring to the table and values have to do with the friction points that emerge as a consequence (Raghuram & Garud, 1996). The special issue therefore encourages papers which compare a range of HRM practices across two or more countries (e.g. exploring the extent of convergence or divergence of practices) based on institutional and/or cultural influences (e.g. the impact of employment legislation in European versus Asian countries) - these studies will be premised on a need to develop more global perspectives of diversity and inclusion (not limited to gender, race, age, etc.), such as the role of diversity of location/culture on how employees experience HRM practices.
· The special issue also encourages studies which take an employee-level perspective to explain perceptions and attitudes towards different dimensions of diversity across country settings. This addresses the need to consider not only the practices around diversity and inclusion which firms intend to implement, but also how they are experienced by employees (Nishii & Wright, 2008).
· Linking to the HRM and performance literature, an important theme for studies will be the impact of diversity and inclusion on (individual, team, firm) performance as compared across country settings or within multinational corporations. For example, studies might focus on diversity training programs and their effects on firm performance. Based in social context theory (Ferris et al., 1998), culture, climate, and political considerations might be explored to understand better the linkages between HRM systems and organization effectiveness.
Submissions
Full details on the format and style of papers can be found on the International Journal of Human Resource Management website: http://www.tandfonline.com/action/authorSubmission?journalCode=rijh20&page=instructions.
Manuscripts should be submitted online using the International Journal of Human Resource Management ScholarOne Manuscripts site (http://mc.manuscriptcentral.com/rijh) by 31 July 2013.
New users should first create an account. Once a user is logged onto the site, submissions should be made via the Author Centre. Authors should prepare and upload two versions of their manuscript. One should be a complete text, while in the second document all information identifying the author should be removed from files to allow them to be sent anonymously to referees. When uploading files authors will then be able to define the non‐anonymous version as "Complete Document with author information", and the anonymous version as "Main document without author information".
To submit your manuscript to the Special Issue on 'A Global Perspective on Diversity and Inclusion in Work Organizations' choose the title of the Special Issue from the Manuscript Type list when you come to submit your paper. Also, when you come to the 'Details and Comments' page, answer 'Yes' to the question 'Is this manuscript a candidate for a special issue?' and insert the title in the text field provided.
This call is open and competitive, and the submitted papers will be subject to blind review.
The editors of the special issue are happy to discuss initial ideas for articles via e-mail.
References
De Cieri, H., Wolfram Cox, J., & Fenwick, M. (2007). A review of international human resource management: Integration, interrogation, imitation. International Journal of Management Reviews, 9(4), 281-302.
Ferner, A., Almond, P. & Colling, T. (2005). Institutional theory and the cross-national transfer of employment policy: the case of 'workforce diversity' in US multinationals. Journal of International Business Studies, 36(3), 304-321.
Ferris, G. R., Arthur, M. M., Berkson, H. M., Kaplan, D. M., Harrell-Cook, G., & Frink, D. D. (1998). Toward a social context theory of the human resource management - organization effectiveness relationship. Human Resource Management Review, 8(3), 235-264.
Nishii, L. H., & Wright, P. (2008). Variability within organizations: Implications for strategic human resource management. In D. B. Smith (Ed.), The People Make The Place: 225-248. Mahwah, NJ: Lawrence Erlbaum Associates.
Raghuram, S. & Garud, R. (1996). Vicious and virtuous facets of workforce diversity. In Selected Research on Workteam Diversity; ed. Ruderman, M.N., Hughes-James, & Jackson, S.E. (Publisher: APA and Center for Creative Leadership), 155-178.
Senior Editor-In-Chief: Professor David Lepak of Rutgers University, USA. Email: IJHRM@cardiff.ac.uk
Published by Routledge, an imprint of Taylor and Francis Ltd, 11 New Fetter Lane, London, EC4P 4EE, UK.
*****************************
Dr Elaine Farndale
Assistant Professor, School of Labor and Employment Relations
Coordinator of the Project for International Human Resource Management
The Pennsylvania State University
1a Keller Building, University Park, PA 16802, USA
email: euf3@psu.edu; phone: 814-867-3320
webpage: http://lser.la.psu.edu/people/facultyprofiles/e_farndale.html
Global Conference on International HRM
http://lser.la.psu.edu/ihrmconference/index.shtml