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dc.contributor.authorJonasson, Charlotte
dc.contributor.authorLauring, Jakob
dc.contributor.authorGuttormsen, David S. A.
dc.date.accessioned2018-03-05T14:13:41Z
dc.date.available2018-03-05T14:13:41Z
dc.date.created2017-08-11T15:34:00Z
dc.date.issued2018
dc.identifier.citationPersonnel Review, 2018, 47(2), 458-473nb_NO
dc.identifier.issn0048-3486
dc.identifier.issn1758-6933
dc.identifier.urihttp://hdl.handle.net/11250/2488735
dc.descriptionThe accepted and peer reviewed manuscript to the articlenb_NO
dc.description.abstractPurpose: A growing number of academics relocate abroad to work as expatriates in the university sector. While this employee group seems to have a highly constructive influence on the performance of university organizations, some problems in relation to effective inclusion of these individuals have been noted. In order to further advance the theoretical understanding regarding integration efforts in international university organizations, the purpose of this paper is to explore how two types of inclusive management, empowering management (identity-blind) vs English management communication (identity-conscious), affect local and expatriate academics. Design/methodology/approach: Using responses generated from a survey of 792 local and 620 expatriate academics, this paper assesses the effects of inclusive management on job engagement and stress among the two groups. Findings: The results show that one type of inclusive management, empowering management (identity-blind), has a favorable influence on job engagement and stress in both subsamples. The other type, English management communication (identity-conscious), increases stress for local academics but has no effect on the expatriates. These findings are useful for theory development in relation to employee inclusion in international organizations. Originality/value: The authors have little knowledge about how inclusive management functions in international organizations. Testing the effect of identity-blind and identity-conscious inclusive management practices among two different groups of local and expatriate academics provides new insight to this area. In particular, the use of English management communication provides new knowledge on the integration of majority and minority groups in international organizations.nb_NO
dc.language.isoengnb_NO
dc.publisherEmeraldnb_NO
dc.titleInclusive management in international organizations: How does it affect local and expatriate academics?nb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.journalPersonnel reviewnb_NO
dc.identifier.doihttp://dx.doi.org/10.1108/PR-12-2015-0323
dc.identifier.cristin1485834
dc.description.localcode1, Forfatterversjonnb_NO
cristin.unitcode158,9,0,0
cristin.unitnameInstitutt for kommunikasjon og kultur
cristin.ispublishedfalse
cristin.fulltextpostprint
cristin.qualitycode1


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