B. Nielson & S.

Nielson, (2012), Top Management Team Nationality Diversity and Firm

Performance: A Multilevel Study, Strategic Management Journal, (36), 373-282
In this article, Nielson and Nielson (2012) assesses the effect of TMT demographic
Diversity on performance" (p.373). The authors use observational analysis of data from annual
reports and websites published by 146 Swiss firms in 32 different industries as the basis of their
research to identify how demographic diversity affects performance of the firms. It focuses on how
the "international experience" (p:374) can affect performance. This journal article is useful as it
demonstrates how cultural diversity can affect high level management in general. The limitations of
this is that using their observational analysis from annual reports and websites and without
interviews, the study was unable to judge how much cultural experiences that the managers had
and as such some may have had less cultural experiences than others. The other major limitation
was their reliance on consistent reporting of the Annual report and websites from those firms as
they are secondary resources. The authors did indicate that there is more research that could be
done with more fine details included. This article will be a part of my research as it has a wide
scope and it shows how diversity can affect different industries. It is similar to other articles as it
focuses on cultural diversity in the workplace.

Lauring, J. & Selmer, J. (2011). International language management and diversity climate in
multicultural organisations, International Business Review, 21 (2012) 156166
The authors investigate and "examine the relationship between common language and diversity
climate"(p. 157). The authors used surveys to collect primary data from email surveys that were
sent to staff in Science departments from three large universities in Denmark. The research is
directed at staff in all different departments which range from traditional disciplines to new
disciplines. They used the survey on background, English language consistency and a group
based openness to diversity to gather their data. They used control variables in terms of size of
department to differentiate; this was used due to its effect on language management efforts. This is
useful as it is similar to the other articles as it looks at cultural diversity in the workplace and how
that can affect the department cohesion and communication. The main limitation was that this
theory of language diversity was only tested in the university sector in Denmark but the authors
concluded that there was an association between English language and peoples openness to
diversity. This article will help with my research as it is similar to the other articles as it focuses on
Cultural diversity and its effects in the workplace but it focuses on language and its role in diversity
which focuses on a different area of cultural diversity.

Scholz, T. (2012) Talent Management in the Video Game Industry: The Role of Cultrural Diversity
and Cultural Intelligence, Thunderbird International Business Review 54(6), 845-858
Scholz attempts to answer the question, does culture affect the process of talent management?
(p.846). This is done through examining the different cultures of games designers by using a
questionnaire with the results being sorted by country, job types and categorised by type of job.
The scope of this questionnaire was to examine the cultural intelligence, team performance and
cultural intelligence of the participants. This article is useful as it had very targeted questions which
allows for precise results to shows that cultural intelligence is needed for creative jobs, whereas it
was not needed for analytical jobs. There were many different limitations with the data, such as
small sample sizes, the inappropriate use of surveys as it is acknowledged that it was not
completely fitting perfectly. The conclusions draw is that more extensive and in depth research on
how culture and talent management can be combined to create more in depth understanding of
these fields needs to be done. This will be used as it discusses cultural diversity and cultural
intelligence and how they can be applied to organisations. Whilst, this article discusses cultural
diversity, it focuses on the concept of cultural intelligence and its influence on performance across
different types of jobs.

Schumerhorn, J., Davidson,P., Poole, D., Simon,A., Woods,P., Chau,S. (2011) Management (4th
Asia-Pacific edition) , Milton, Australia. John Wiley & Sons Australia
In the book, the authors explore the meaning of diversity as defined as race, gender and other
individual differences) (Schumerhorn, et al, 2011, p.47) . The authors examining diversity and how
to manage diversity in the work force, through first defining the diversity then exploring how it can
be beneficial to organisations if they properly manage diversity. The Authors also use a case study
from real businesses from around the world to allows for more in depth understanding of Diversity.
Schumerhorn, et al, attempt to focus on how to overcome the challenges faced by diversity as well
as how to embrace diversity as a manager. This is useful as it talks about how to encourage and
affirm positive attempts at managing diversity and this can be used to help instruct how better
performance from the other studies can be achieved in an organisation. The main limitation is that
there is a lack of explanation of the best practice for achieving good management of diversity. This
will be a part of my research as it gives ways to encourage diversity management and not just talk
about the positive benefits of it. This is different to the other journal articles as it has more
methodology where the other articles being research are more results orientated.