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Diversity-Management auf dem Vormarsch. Eine empirische Analyse der deutschen Unternehmenspraxis

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  • Stefan Süß

    (FernUniversität in Hagen)

Abstract

Zusammenfassung Das Konzept des Diversity-Managements erlebt zurzeit in Wissenschaft und Praxis gleichermaßen eine boomartige Verbreitung. Auf Grundlage einer empirischen Analyse der Gründe seiner Verbreitung und seiner Gestaltung in der Praxis sowie seines von unternehmen erwarteten Nutzens werden im vorliegenden Beitrag Hinweise für die Beantwortung der Frage gesammelt, ob die Etablierung des Diversity-Managements in Deutschland eine anhaltende Entwicklung darstellt. Dabei lassen sich sowohl Indizien finden, die eine Modeerscheinung nahe legen, als auch solche, die für seine dauerhafte Etablierung sprechen. Vor dem Hintergrund zu erwartender Veränderungen der Personalstrukturen von in Deutschland agierenden unternehmen kann jedoch davon ausgegangen werden, dass das Management personeller Vielfalt zukünftig — unter bestimmten Bedingungen — fester Bestandteil vieler Unternehmen sein muss.

Suggested Citation

  • Stefan Süß, 2008. "Diversity-Management auf dem Vormarsch. Eine empirische Analyse der deutschen Unternehmenspraxis," Schmalenbach Journal of Business Research, Springer, vol. 60(4), pages 406-430, June.
    • Handle: RePEc:spr:sjobre:v:60:y:2008:i:4:d:10.1007_bf03372800
    DOI: 10.1007/BF03372800
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    References listed on IDEAS

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    1. Wolfgang Mayrhofer & Chris Brewster, 2005. "European Human Resource Management: Researching Developments over Time," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 16(1), pages 36-62.
    2. Bogaert, Sandy & Vloeberghs, Daniel, 2005. "Differentiated and Individualized Personnel Management: Diversity Management in Belgium," European Management Journal, Elsevier, vol. 23(4), pages 483-493, August.
    3. Anthony Ferner & Phil Almond & Trevor Colling, 2005. "Institutional theory and the cross-national transfer of employment policy: the case of ‘workforce diversity’ in US multinationals," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 36(3), pages 304-321, May.
    4. Ursula Staudinger, 2006. "Konsequenzen des demographischen Wandels für betriebliche Handlungsfelder: eine interdisziplinäre Perspektive," Schmalenbach Journal of Business Research, Springer, vol. 58(5), pages 690-698, August.
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    More about this item

    Keywords

    J11; J14; J15; J16; M12;
    All these keywords.

    JEL classification:

    • J11 - Labor and Demographic Economics - - Demographic Economics - - - Demographic Trends, Macroeconomic Effects, and Forecasts
    • J14 - Labor and Demographic Economics - - Demographic Economics - - - Economics of the Elderly; Economics of the Handicapped; Non-Labor Market Discrimination
    • J15 - Labor and Demographic Economics - - Demographic Economics - - - Economics of Minorities, Races, Indigenous Peoples, and Immigrants; Non-labor Discrimination
    • J16 - Labor and Demographic Economics - - Demographic Economics - - - Economics of Gender; Non-labor Discrimination
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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