In Italy, a concern with diversity management arose considerably later than in other western countries. This was due to various factors: Italy's particular productive system, which is largely made up of small and medium-sized enterprises, the belated onset of the internationalization and diversification of work, and probably cultural features specific to Italy (Bombelli, 2010; De Vita, 2010). It is mainly in the past decade that the concept of diversity management has spread beyond a narrow circle of experts and entered the broader academic debate and firms, where diversity-orientated personnel management initiatives have begun to gain ground, albeit sporadically and slowly, and to very different extents across the country (Barabino et al., 2001; Bombelli, 2003; Castellucci et al., 2009; Cocozza, 2010; Mauri and Visconti, 2004; Visconti, 2007). The main factors behind the diffusion of this approach have been: the growing presence of the multinationals and the spread of international cooperation agreements that imply intercultural management (Ambrosini, 2001; Decastri, 1993); the progressive feminization of the labour market and the growing female presence in traditionally masculine sectors (Bombelli, 2000; Gherardi and Poggio, 2007); the demands made by individuals of organizations regarding self-realization and a better balance between work and private life (Cuomo and Mapelli, 2007; Piazza et al., 1999); and the recommendations and financial support of the European Union (EU).

Moving societies and immobile organizational practices: The winding road of diversity management in Italy / A. Murgia, B. Poggio - In: International Handbook on Diversity Management at Work / [a cura di] A. Klarsfeld, L.A.E. Booysen, E. Ng, I. Roper, A. Tatli. - Riedizione. - [s.l] : Edward Elgar, 2014. - ISBN 9780857939302. - pp. 123-136 [10.4337/9780857939319.00012]

Moving societies and immobile organizational practices: The winding road of diversity management in Italy

A. Murgia;
2014

Abstract

In Italy, a concern with diversity management arose considerably later than in other western countries. This was due to various factors: Italy's particular productive system, which is largely made up of small and medium-sized enterprises, the belated onset of the internationalization and diversification of work, and probably cultural features specific to Italy (Bombelli, 2010; De Vita, 2010). It is mainly in the past decade that the concept of diversity management has spread beyond a narrow circle of experts and entered the broader academic debate and firms, where diversity-orientated personnel management initiatives have begun to gain ground, albeit sporadically and slowly, and to very different extents across the country (Barabino et al., 2001; Bombelli, 2003; Castellucci et al., 2009; Cocozza, 2010; Mauri and Visconti, 2004; Visconti, 2007). The main factors behind the diffusion of this approach have been: the growing presence of the multinationals and the spread of international cooperation agreements that imply intercultural management (Ambrosini, 2001; Decastri, 1993); the progressive feminization of the labour market and the growing female presence in traditionally masculine sectors (Bombelli, 2000; Gherardi and Poggio, 2007); the demands made by individuals of organizations regarding self-realization and a better balance between work and private life (Cuomo and Mapelli, 2007; Piazza et al., 1999); and the recommendations and financial support of the European Union (EU).
Economics, Econometrics and Finance (all)2001 Economics, Econometrics and Finance (miscellaneous); Business, Management and Accounting (all)
Settore SPS/07 - Sociologia Generale
2014
Book Part (author)
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/2434/602986
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