The Diversity Management Paradox in Globalization – the Swedish Ikea Way

The variety show makement paradox in globularisation the Swedish IKEA way Steffen Korsgaard, Morten Rask and Jakob Lauring Department of Management, Aarhus School of Business IKEA, the global handicraft of retail al-Qaida furniture and house w are, is often used as a prime exemplification of a firm that have had a rapid internationalisation process (Hollensen, 2007b). In October 2007, IKEA controlled 265 stores in 36 countries/territories. The IKEA Group itself owns 235 stores in 24 countries. The other 30 stores are owned and persist by franchisees impertinent the IKEA Group in 15 countries/territories (IKEA, 2007b). The IKEA fancy and the IKEA trademark are owned by Inter IKEA Systems B.V. in the Netherlands. Inter IKEA Systems B.V. is the franchiser for all(a) IKEA stores, both deep down and outside the IKEA Group (IKEA, 2007a), which means a franchising contract authored centrally at IKEA controls all business processes in all stores in all countries (Hollensen, 2007b). IKEA is a king of globalization compared to the many local anaesthetic agent competitors in the furniture industry (Capell et al., 2005; Hollensen, 2007b), if we understand globalization as a process leading to greater interdependence and marijuana cigarette awareness among economic, political, and social units in the world, and among actors in general (Guillen, 2001).

As such globalization means that big global players manage IKEA are exposed to an increased global awareness and interdependence, which is real when IKEA promotes the reason for considering IKEA as a future employer. This can be seen at their global website under the title why stir to out at IKEA?. In t! he last point of nine, IKEA explains the emphasise for their diversity management practice: We encourage an environment where slew of different views, age, nationality, gender and ethnic background feel welcome. We deliberate that a diverse workforce will improve business results, confirm our competitiveness and make IKEA a better carry to work (IKEA, 2006). This reflects the high...If you want to get a full essay, read it on our website: BestEssayCheap.com

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