Diversity management (DM) has been identified as a 'new paradigm' to address the demographic diversity of the workforce (Tatli et al., 2012, p. 1). Over the past two decades, the terms 'diversity' and 'diversity management' have travelled globally as transnational organizations and institutions have sought to introduce them in a range of settings. However, Calas et al. (2009, p. 349) remind us that what is meant by these terms in different national and cultural contexts may vary. Increasingly there has been recognition of the importance of national histories and social, cultural, economic, political and legal equality trajectories which have preceded the arrival of DM (Tatli et al., 2012). Klarsfeld (2010, p. 1) suggests the way forward on understanding DM should be 'to restore diversity to its national contexts'. Shen et al. (2009) point to the urgent need to extend research on 'diversity management' to its diffusion and translation in transitional and developing economies. This chapter considers DM in the Russian Federation (hereafter referred to as Russia) following the dissolution of the Soviet Union and the creation of the Russian Federation in 1991 (Domsch and Lidokhover, 2007). Russia's size, unique history, diverse population, fast-growing economy and increasing penetration by multinational companies (MNCs) over the past two decades (Zavyalova et al., 2011) make it a fascinating example of a transitional economy.
|Title of host publication||International Handbook on Diversity Management at Work|
|Subtitle of host publication||Country Perspectives on Diversity and Equal Treatment|
|Editors||Alain Klarsfeld, Lize A.E. Booysen, Eddy Ng, Ian Roper, Ahu Tatli|
|Publisher||Edward Elgar Publishing|
|Number of pages||24|
|Publication status||Published - 30 May 2014|