The tale of two cultures: Attitudes towards affirmative action in the United States and India
AbstractThis study seeks to inform multinational corporations as they integrate domestic and international affirmative action policies and strategies. Improvement of these abilities can have important implications for human resource management and organizational productivity outcomes. To increase our understanding of the international perspectives of affirmative action, we examine employee perceptions of the structure of affirmative action plans in the United States and India. The differences in affirmative action plans implemented in these countries as well as country cultural differences offer interesting backdrops for examining cross-country differences in employee perceptions of affirmative action.
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Bibliographic InfoArticle provided by Elsevier in its journal Journal of World Business.
Volume (Year): 40 (2005)
Issue (Month): 2 (May)
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Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/description#description
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Alba Alexander, 1999. "Affirmative Action: A Critical Reconnaissance," International Journal of Urban and Regional Research, Wiley Blackwell, vol. 23(3), pages 593-601, 09.
- Stephen L. Klineberg & David A. Kravitz, 2003. "Ethnic Differences in Predictors of Support for Municipal Affirmative Action Contracting," Social Science Quarterly, Southwestern Social Science Association, vol. 84(2), pages 425-440.
- Somnath Lahiri, 2011. "India-focused publications in leading international business journals," Asia Pacific Journal of Management, Springer, vol. 28(2), pages 427-447, June.
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