International Perspectives on Multiculturalism during Challenging Times

Academy of Management Global ProceedingsVol. Africa, No. 2013 ResearchInternational Perspectives on Multiculturalism During Challenging TimesEddy Ng, Regine Bendl, Isabel Metz, Rana Haq, Jenny Hoobler, Stella Nkomo and Angelika SchmidtEddy NgCorrespondence: Eddy Ng, E-mail Address: [email protected]E Ng, School of Business Administration, Dalhousie University, HALIFAX, B3H 4R2, CanadaR Bendl, Institute for Organisational Studies and Organisational Behaviour, WU Vienna, Vienna, A-1090, AustriaI Metz, Melbourne Business School, University of Melbourne, Melbourne, 3053, AustraliaR Haq, School of Commerce and Administration, Laurentian U & U of Bradford, Sudbury, P3E 2C6, CanadaJ Hoobler, Managerial Studies, University of Illinois at Chicago, Chicago, 60607, United StatesS Nkomo, Human Resources Management, University of Pretoria, Hatfield, 0083, South AfricaA Schmidt, Department Management, WU Vienna, Vienna, 1090, Austria, Regine BendlE Ng, School of Business Administration, Dalhousie University, HALIFAX, B3H 4R2, CanadaR Bendl, Institute for Organisational Studies and Organisational Behaviour, WU Vienna, Vienna, A-1090, AustriaI Metz, Melbourne Business School, University of Melbourne, Melbourne, 3053, AustraliaR Haq, School of Commerce and Administration, Laurentian U & U of Bradford, Sudbury, P3E 2C6, CanadaJ Hoobler, Managerial Studies, University of Illinois at Chicago, Chicago, 60607, United StatesS Nkomo, Human Resources Management, University of Pretoria, Hatfield, 0083, South AfricaA Schmidt, Department Management, WU Vienna, Vienna, 1090, Austria, Isabel MetzE Ng, School of Business Administration, Dalhousie University, HALIFAX, B3H 4R2, CanadaR Bendl, Institute for Organisational Studies and Organisational Behaviour, WU Vienna, Vienna, A-1090, AustriaI Metz, Melbourne Business School, University of Melbourne, Melbourne, 3053, AustraliaR Haq, School of Commerce and Administration, Laurentian U & U of Bradford, Sudbury, P3E 2C6, CanadaJ Hoobler, Managerial Studies, University of Illinois at Chicago, Chicago, 60607, United StatesS Nkomo, Human Resources Management, University of Pretoria, Hatfield, 0083, South AfricaA Schmidt, Department Management, WU Vienna, Vienna, 1090, Austria, Rana HaqE Ng, School of Business Administration, Dalhousie University, HALIFAX, B3H 4R2, CanadaR Bendl, Institute for Organisational Studies and Organisational Behaviour, WU Vienna, Vienna, A-1090, AustriaI Metz, Melbourne Business School, University of Melbourne, Melbourne, 3053, AustraliaR Haq, School of Commerce and Administration, Laurentian U & U of Bradford, Sudbury, P3E 2C6, CanadaJ Hoobler, Managerial Studies, University of Illinois at Chicago, Chicago, 60607, United StatesS Nkomo, Human Resources Management, University of Pretoria, Hatfield, 0083, South AfricaA Schmidt, Department Management, WU Vienna, Vienna, 1090, Austria, Jenny HooblerE Ng, School of Business Administration, Dalhousie University, HALIFAX, B3H 4R2, CanadaR Bendl, Institute for Organisational Studies and Organisational Behaviour, WU Vienna, Vienna, A-1090, AustriaI Metz, Melbourne Business School, University of Melbourne, Melbourne, 3053, AustraliaR Haq, School of Commerce and Administration, Laurentian U & U of Bradford, Sudbury, P3E 2C6, CanadaJ Hoobler, Managerial Studies, University of Illinois at Chicago, Chicago, 60607, United StatesS Nkomo, Human Resources Management, University of Pretoria, Hatfield, 0083, South AfricaA Schmidt, Department Management, WU Vienna, Vienna, 1090, Austria, Stella NkomoE Ng, School of Business Administration, Dalhousie University, HALIFAX, B3H 4R2, CanadaR Bendl, Institute for Organisational Studies and Organisational Behaviour, WU Vienna, Vienna, A-1090, AustriaI Metz, Melbourne Business School, University of Melbourne, Melbourne, 3053, AustraliaR Haq, School of Commerce and Administration, Laurentian U & U of Bradford, Sudbury, P3E 2C6, CanadaJ Hoobler, Managerial Studies, University of Illinois at Chicago, Chicago, 60607, United StatesS Nkomo, Human Resources Management, University of Pretoria, Hatfield, 0083, South AfricaA Schmidt, Department Management, WU Vienna, Vienna, 1090, Austria and Angelika SchmidtE Ng, School of Business Administration, Dalhousie University, HALIFAX, B3H 4R2, CanadaR Bendl, Institute for Organisational Studies and Organisational Behaviour, WU Vienna, Vienna, A-1090, AustriaI Metz, Melbourne Business School, University of Melbourne, Melbourne, 3053, AustraliaR Haq, School of Commerce and Administration, Laurentian U & U of Bradford, Sudbury, P3E 2C6, CanadaJ Hoobler, Managerial Studies, University of Illinois at Chicago, Chicago, 60607, United StatesS Nkomo, Human Resources Management, University of Pretoria, Hatfield, 0083, South AfricaA Schmidt, Department Management, WU Vienna, Vienna, 1090, AustriaPublished Online:30 Nov 2017https://doi.org/10.5465/aomafr.2012.0119AboutSections ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractSince the events of September 11, 2001, there has been a shift in the attitudes towards immigration and multiculturalism. In Germany, Chancellor Angela Merkel has declared that "multiculturalism... has utterly failed." Likewise, the U.K. is moving towards "post-multiculturalism" as a way forward to foster social cohesion and promote assimilation and a common identity. The premise behind the post-multiculturalism/anti-immigration movement is that multiculturalism is not working, and new public policies and programs are needed to move beyond multiculturalism. This symposium will provide a forum for academic discourse on whether multiculturalism has failed to work, how multiculturalism can contribute to organizations, societies, and nations, and what can be done to foster greater tolerance and inclusion. A roundtable will be used to involve the audience as participants, and to generate active discussions. The objective of the symposium is to: (1) exchange knowledge, ideas, and experiences about multiculturalism; (2) develop a future research agenda; and (3) encourage collaborations among contributors and audience participants, particularly those from the African continent. FiguresReferencesRelatedDetails Vol. Africa, No. 2013 Permissions Metrics in the past 12 months History Received 12 May 2012 Accepted 16 August 2012 Published online 30 November 2017 Published in print 1 April 2013 InformationCopyright of Academy of Management Global Proceedings is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. These Africa 2013 Global Proceedings were originally published under ISSN: 0065-0668 and EISSN: 2151-6561. The Academy of Management does not maintain the full text version of papers presented at the Academy's meetings. Please contact the author(s) directly to obtain access to the full text content.