教員情報 | 大東文化大学

ダレン　マクドナルド
ダレン　マクドナルド経営学部経営学科教授

■ 標題
Pioneering Diversity Management in Japan: The Experience of 'Company K''s First Diversity Manager

■ 概要
This study describes the "lived experience" of a Japanese Diversity manager in Japan - the very manager in her company's history - as she conceptualizes, frames and implements diversity management in her company (i.e. "actualizes" Diversity Management). This "lived experience" is categorized into three major spheres: (1) a life continuum that especially focuses on the manager's career path and her journey through the stages of pre-awareness of diversity and sensitizing of descrimination, formulation of an understanding of diversity and realization as a Diversity Management, (2) conceptualization of the mechanism of Diversity Management extending from an individual with a strong sense of confidence, indentiy and professionalism and based on the job role and (3) the implementation of Diversity Management that targets both the tacit and explicit levels of individual employees and is supported by an "enabling" corporate environment ("enabling ba"). The interview procedure that provides the data for this study follows constructivist grounded theory research methods. In providing a rich understanding of the concepts covered, the Japanese context and lexicon are descried borrowing from Japanese scholars and philosophers. I then shift to preliminary critical analysis to raise issues pertinent to Ms. Sato and Diversity Managers in Japan in general. In conclusion, some of the concepts described by the Diversity Manager are considered in broader and social context, namely with regards to "competition" verses "cooperation" and "individualism" verses "a group of individuals".

Keywords: japan, Diversity Management, ba, mono, koto, acutality, reality, accommodation, omoi, homeru bunka, tacit, explicit, job role

Note: This paper is a developed version of a peer-reviewed paper presented at the 25th Euro-Asia Management Association (EAMSA) Conference, December 4-6, 2008, held at Doshisha Business School in Kyoto Japan. As such, this paper in includes new insights and further development of concepts.
単著 Research Papers Institute of Business Research, Daito Buna University (Research Papers No. E-48),pp.1-27 2009/03