Diversity Strategies Focused on Employees with a Migration Background: An Empirical Investigation Based on Resource Dependence Theory

Renate Ortlieb; Barbara Sieben

doi:10.5771/0935-9915-2008-1-2-70

Inhalt
- Kapitel Ausklappen | EinklappenAutorenSeiten
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–8 Introduction Wenzel Matiaske, Hüseyin Leblebici, Rüdiger Kabst Wenzel Matiaske, Hüseyin Leblebici, Rüdiger Kabst 5–8
- 9–32 Resource Dependence Theory – How Well Does It Explain Behavior of Organizations? Werner Nienhüser Werner Nienhüser 9–32
- 33–52 RBV and the Road to the Control of External Organizations Jörg Freiling Jörg Freiling 33–52
- 53–69 Board-Management Relationships: Resources and Internal Dynamics Ljiljana Erakovic, Sanjay Goel Ljiljana Erakovic, Sanjay Goel 53–69
- 70–93 Diversity Strategies Focused on Employees with a Migration Background: An Empirical Investigation Based on Resource Dependence Theory Renate Ortlieb, Barbara Sieben Renate Ortlieb, Barbara Sieben 70–93
- 94–105 The Role of Strategic Alliances in Gaining Sustainable Competitive Advantage for Firms Refik Culpan Refik Culpan 94–105
- 106–125 Configuring and Contextualising HR Systems: An Empirical Study of Manufacturing SMEs Richard Lacoursière, Bruno Fabi, Louis Raymond Richard Lacoursière, Bruno Fabi, Louis Raymond 106–125
- 126–147 Viewing the Leadership Narrative through Alternate Lenses: An Autoethnographic Investigation Ken W. Parry Ken W. Parry 126–147
- 148–150 Book Review 148–150
- 151–156 New Books 151–156
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mrev management revue , Seite 70 - 93

Diversity Strategies Focused on Employees with a Migration Background: An Empirical Investigation Based on Resource Dependence Theory

Autoren

Renate Ortlieb Barbara Sieben

DOI
- doi.org/10.5771/0935-9915-2008-1-2-70
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

In our paper, we develop a typology of diversity strategies through combining elements of strategy research, diversity research, and resource dependence theory. We focus on the question why people with a migration background are (not) employed by organizations. We argue that employment decisions are based on the evaluation of critical resources and the quest to secure their accrual. We identify six diversity strategies, designate each by the importance of respective resources, and derive propositions regarding their relation to competitive strategies. We confront these propositions with empirical data stemming from 500 companies. Correspondence analyses reveal various relationships between diversity and competitive strategies and moderating effects of the company size and the industrial sector. In addition, the robustness of our typology is demonstrated.
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