Hennekam et al. (2017) investigate the challenges of implementing diversity policies designed in a Western context in the Middle East and North Africa (MENA). They argue that there is often a clash between policies designed with a Western frame of reference and the priorities or modes of operation in a non-Western, local context. Central to this are macro-level factors such as Islamic faith, patriarchal structures and modernisation; organisational-level factors such as policies and practices; and individual-level factors including agency, motivation and power.

Broadly, they identified three managerial strategies for coping with this clash:

Forcing the Western approach on the local country: this often derived from a belief that the country should adapt to Western modes of operation, but tended to achieve compliance with policy rather than driving real change. This strategy was grounded in a view that Western approaches were superior but lacked real understanding of what diversity was seeking to achieve.

Reframing the strategy and adapting policies: here local policies were reframed to fit into a Western framework of diversity management. While this accounts for local context, it does not challenge the status quo and challenge inequalities. It then becomes empty rhetoric in advocating diversity but not addressing key difficulties, e.g. opportunities open to non-Muslim workers. Managers adopting this strategy also often lacked support and did not know how to work with diversity policies. 

Building in consideration of local context: here managers had high cultural awareness and were able to identify gaps between Western policies and the realities of the local context. They identified barriers to inequalities, however sensitive, and sought to work in ways that would overcome them. Given the early stages of diversity work in most MENA countries, this awareness raising was an important step.

The authors conclude that multinational corporations need to adapt diversity policies to reflects the local needs of the host country.

Questions 

1. What are the key factors at macro, organisational and local level that influence implementation of diversity policies?

2. How do these influence managers’ strategies? How effective are these strategies?

3. To what extent can a policy designed in a Western context ever be effective in a non-Western context?