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Abstract

In this competitive business world, competent employees in terms of knowledge, skill, experience, and abilities are highly required for enhancing creativity and innovation within the organization. The main purpose of this study was to examine how best practices for managing diversity, multicultural collaboration, and employee engagement are applied in organizations across a range of industries. As a research design, this study used a systematic review method. A comprehensive, unbiased search approach was applied in this paper. The descriptive and narrative data analysis methods were used in this study. Effective diversity management and multicultural collaboration have a significant role in the development of ethnic groups’ cultural values, enhancing organizational performance, minimizing misunderstandings, and maximizing the potential for strong cross-cultural relationships. This research was limited to a review of managing diversity and multicultural collaboration in the workplace. However, the study didn’t show what the existing problems look like in different companies and how organizations face different challenges and what is the effect of managing diversity and multicultural collaboration therefore future researchers can fill this gap by conducting scientific research and collecting the primary data from different case companies. The researcher understands that updated and relevant data are critical for the expansion of multicultural collaboration and diversity management. Because culture encourages entrepreneurial values, norms, and beliefs that support the capacity of the organization to detect, interpret, and translate signals from the environment into new behavior responses and can play an important role in creating an organizational climate that enables learning and innovative response to challenges, competitive threats, or new opportunities.

Keywords

systematic review narrative managing diversity multicultural collaboration

Introduction

Managing today’s talented global workforce can be a challenge (Robbins & Coulter, 2012). It is a challenging function since it is more than simply acknowledging differences in people (Fong, 2015; Krawczyk-Bryłka, 2016). The process of managing diversity involves several tasks, such as creating an organizational culture that values diversity, ensuring that HRM systems are free of bias, assisting women in pursuing higher levels of career involvement and fostering an understanding and acceptance of cultural differences (Armstrong, 2021; Beardwell & Thompson, 2016).

As a result of globalization, businesses now have the problem of managing the expectations of a culturally varied staff (Fong, 2015). The language barrier, which affects team efficiency, appears to be a far more critical obstacle in global virtual collaboration (Krawczyk-Bryłka, 2016).

The management of diversity is essential for improving organizational performance. It has implications for the firm’s ability to innovate, solve problems, keep a strong staff, and find markets for its products (Beardwell & Thompson, 2016). Reduces miscommunication and increases the chance of developing strong cross-cultural relationships (Fernández-Temprano & Tejerina-Gaite, 2020), It also opens up new avenues for the development of cultural intelligence, increases creativity and innovation, improves knowledge sharing, the standard of decision-making, and problem-solving skills (Marinova et al., 2016; Solakoğlu, 2016). Furthermore, diversity management has a significant effect on organizational performance (Carnahan et al., 2010; Chen & Liang, 2016; Porcena et al., 2021; Shehata et al., 2017; Triana et al., 2014). The collaboration consists of the social entities involved, which may be individuals, teams, or organizations (Salazar & Salas, 2013). Managing diversity and multicultural collaboration is important for goal-setting and team effectiveness in the workplace. It can also reduce employee anxiety and sadness, boost employee satisfaction, motivate employees, and reduce absenteeism (Blessinger & Hrycaj, 2013)

The researcher understands that updated and relevant data are critical for the expansion of multicultural collaboration and diversity management Because every employee has a unique culture, and organizational culture is a product of the entire organization’s features and its people’s successes, and failures, of the organizations, is dependent on its management of cultural and diver workforce strategy. However, a major challenge for all managers in the world is to lead and treat a diverse workforce equitably and fairly. Diversity and multicultural research should be undertaken more fruitfully because managing diversity and intercultural collaboration is one of the most powerful aspects of corporate success. As a result, the researcher was motivated to conduct a systematic review of the theoretical and empirical evidence related to managing diversity and multicultural collaboration.

The aim of this paper was to identify the practice of diversity and multicultural management by systematically reviewing different literature materials. Spastically this research focused on assessing the practices of managing diversity and multicultural collaboration challenges and what factors determine it as well as the theoretical implication associated with diversity and multi-cultural collaboration management. This work primarily attempted to address three basic equations by identifying, evaluating, and summarizing the findings of pertinent individual research investigations. These were:

What does an organization’s diversity and multicultural management practice look like?

What are the obstacles/elements that influence the success of cross-cultural and diversity management techniques implementation?

What does it take to effectively manage diversity and multicultural collaborations, both theoretically and empirically?

Finally, this paper provides a solution to the question of how advanced research in the field of managing diversity and intercultural collaborations could be conducted.

Theoretical Foundation

Definition of Basic Terms

Culture refers to the beliefs, values, and attitudes shared by people within a given group and used to guide their thoughts, reasoning, actions, and interactions. Culture consists of patterned ways of thinking, feeling, and reacting, acquired and transmitted mainly by symbols, constituting the distinctive achievement of human groups, including their embodiment in artifacts.

Organizational culture is descriptive. It’s concerned with how members perceive the culture and describe it, not with whether they like it. Even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. Diversity refers to variety, differences, multi-uniformity (instead of uniformity), or dissimilarities (instead of similarity) Workplace diversity management initiatives include top management commitment to diversity; mentoring, of diversity skills training; and employee resource groups, which are groups made up of employees connected by some common dimension of diversities (Robbins & Coulter, 2012).

Theoretical Foundation in Diversity and Multicultural Collaboration Perspectives

The objective of this review of the literature is to provide a conceptual context and support for the research questions. Different theories suggest that diversity and multicultural collaboration are one of the most important factors that affect organizational performance. Agency theory assumed that organizations must build good relationships with different stockholders both internally and externally (Luthans et al., 2021). The internal stockholder consists of managers and employees that have several work diversity habits for organizational goal achievement. More attribution theory mainly focused on the relationship between personal social perception and interpersonal behavior to judge individual behaviors (Ivancevich et al., 2014; Luthans, 2010; McShane & Von Glinow, 2015; Newstrom & Davis, 2007; Schermerhorn et al., 2002; Stephen & Timothy, 2016). Social learning theory assumed that individual employees do not only learn to form their experience but also learn from by observing other employees ability, skill, knowledge, culture, working habits, etc. (Baldwin et al., 2013; Hellriegel & Slocum, 2011; Joshi & Joshi, 2009; Luthans et al., 2021; McShane & Von Glinow, 2015). This implies that an organization that has a diverse workforce benefits from employees learning and sharing experiences if effectively managed diversity.

According to Daft (2010) illustrated from rigid to Adaptive Culture Theory, states that the cultural values, ideas, and practices that helped attain success can be detrimental to effective performance in rapidly changing environments improvement, and change. People in the organization are aware of the whole system, how everything fits together, and how the various parts of the organization interact with one another and with the environment. Employees “learn” an organization’s culture in several ways. The most common are stories, rituals, material symbols, and language. In addition, the other author states that when managers believe that collaboration among employees is needed for more coordinated and integrated work efforts, they can use several different structural options. Some of the more popular include cross-functional teams, task forces, and communities of practice (Robbins & Coulter, 2012).

Methodology

Research Design and Procedure

As a research design, this study used a systematic review method. A systematic review is a method of evaluating and interpreting available articles that is most relevant to the subject area in systematic and scientific procedures (Barbara Kitchenham, 2014). The researcher used systematic review processes to identify each task and to carry out each activity according to the step-by-step instructions. These procedures included a search strategy, screening and selection criteria (inclusion and exclusion), data extraction sources and methods, data analysis methods, and quality assessment methods. The review approach developed for this study is further detailed in the graphic in Figure 1.

Figure 1.

Systematic review procedure based on Tranfield et al. (2003).

Searching Strategy

A comprehensive, unbiased search approach was applied in this paper. During the search materials, search criteria and methods such as peer review of the search, publication date, and study area field were taken into account. Furthermore, this study is mostly comprised of four data base Springer, Taylor & Francis, Wiley, and ResearchGate sources to find and select relevant, trustworthy, and significant kinds of literature. During the search for sources, the terms managing diversity, managing multicultural collaboration, and managing diversity and multicultural collaboration were used as search terms. All searches performed on the database since 2010 have been kept in the Mendeley Reference Manager Library (journal articles and review papers).

Screening and Selection

During the screening and selection of the studies, two distinct processes are therefore required to determine which studies can be included and excluded in the review. One is to link together multiple reports of the same study, and the other is to use the information available in the various reports to determine which studies are eligible for inclusion was made based on PRISMA. In this stage the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) protocol was implemented to select relevant articles as well as to help systematic reviewers transparently report why the review was conducted, what the authors did, and what they discovered (Page et al., 2021; Sarkis-Onofre et al., 2021). There this study used inclusion and exclusion criteria. The inclusion criteria were employed such as search boundary, time of publication, language, and search streaming. The inclusion and exclusion of the PRISMA statement diagram are presented at Figure 2. As a result, 35 studies were chosen for final assessment and the total of 297 was excluded.

Figure 2.

Research article selection strategies.

Sources and Method Data Extraction

For data extraction, collecting data from each report separately, and then combining information across multiple data collection forms were used to increase the quality of the review and avoid biased errors by generalizing. After the data was collected from each study, the researcher then organized them into a comprehensive database electronics format before entering data into data analysis and synthesis.

Data Management and Quality Assessment

All of the material retrieved from various databases can be appropriately saved. To avoid data loss difficulties, the studies that were included and excluded were noted. The author used systematic and structured data recording procedures during data analysis and synthesis, in addition to having transparent reporting of review decisions. The researcher attempted to reduce the loss of relevant data, the omission of critical information, and the inability to handle data overlap.

Method of Data Analysis

The descriptive and narrative data analysis methods were used in this study. Quantitative (statistical pooling) and narrative approaches are the two most used, and both are sometimes used to synthesize the same collection of data. Using the SPSS version, a descriptive statistical method was used to examine the characteristics of the included studies quantitatively. During the narrative analysis, first, the researcher separated the study descriptions into qualitative and qualitative research categories, as well as the types of data employed. Second, the results of the research in each category were examined using a data summary. In the third stage, we synthesize the findings from all of the studies included in the study. There were both theoretical and practical consequences mentioned. Finally, the conclusion was drowning based on the results. And also the researcher identified the opportunity of this study to suggest for future researchers conducting advanced scientific research in this area.

Data Analysis and Discussion

Analysis of Characteristics of Included Studies

According to the graph presented at Figure 3, more articles were collected from the science direct database, which accounts for 30.6% of the total, than from the other. Wily database, on the other hand, came in second with 22.2% of the vote. In comparison to the first two databases, the other three databases ResearchGate, Taylor & Francis, and Springer were lower sources of data. Based on this information, we may deduce that the author obtained more articles from the scientific direct and Wily databases, implying that managing diversity and multicultural collaboration studies was accomplished through these two databases.

Figure 3.

Database source.

The majority of the research collected for systematic review was published between the years 2012 and 2016 (Figure 4). Whereas, from 2017 until the present, the number of research papers published has been steadily decreasing. This means that the number of research projects including diversity and cross-cultural collaboration is decreasing year after year. Furthermore, even though this area of research is critical to organizational performance, it has received little attention.

Figure 4.

Years of the publication presents.

As data presents Figure 5, we noticed that the articles were collected from four fields of study: business management, economics, accounting, public administration, and other relevant fields of study, as shown in the diagram above. More than half of the publications (52.8%) on the topic of study came from business management fields. On top of this, we can deduce that more articles were gathered from the appropriate file that was directly relevant to the research issue, managing diversity and multicultural collaboration.

Figure 5.

Field of related study.

According to Table 1, 66.7% of papers are of the sort of conceptual research. Empirical research made up the remaining 33.3% of the papers. We can deduct from this data that the majority of the articles collected for a systematic review on the topic of managing diversity and multicultural collaboration were empirical and that such research is required to obtain facts firsthand, at their source, and to actively engage in certain activities to stimulate the production of desired information.

Table 1.

Types of Research.

Research type	Frequency	Percent	Valid percent	Cumulative percent
Conceptual	24	66.7	66.7	66.7
Empirical	12	33.3	33.3	100.0
Total	36	100.0	100.0

The majority of the papers used a qualitative research approach as their research design, as seen in Figure 6 among the gathered articles. Some writers used a quantitative research design in their study, while a smaller number used both qualitative and quantitative research approaches in their research methodology. We can conclude, it is useful for us to learn how people feel or think about institutions’ diversity and multicultural collaboration practices that are concerned with subjective assessment of attitudes, opinions, and behavior in the articles so that we can easily collect relevant data to identify the insight and impressions of individuals in the study.

Figure 6.

Research approach.

As can be presented in Table 2, the majority of the articles were published in the form of journal articles. Other studies were ranked 2nd and 3rd in research articles and review articles, respectively, in comparison to journal articles. As a result, the majority of the articles were published in the form of journal articles. To acquire high-quality data to meet the identified concerns and fulfill the study’s aim, we concentrated our systematic review on journal publications.

Table 2.

Types of Articles.

Article type	Frequency	Percent	Valid percent	Cumulative percent
Research article	11	30.6	30.6	30.6
Journal article	19	52.8	52.8	83.3
Review article	6	16.7	16.7	100.0
Total	36	100.0	100.0

Analysis of Included Research Findings

The researcher evaluates the role of managing diversity and intercultural collaboration from the data collected in the included studies in this part. According to various authors, cultural collaboration and diversity management in the workplace play an important role in organizational effectiveness and success. Managers, on the other hand, pay little attention to and take into account cross-cultural differences and work group diversity. The following is a summary of the various findings of the included studies, which were presented and assessed.

Summary of the Three Category Analysis

The researcher used a combination of all three types of studies in this section to examine the studies included in the review (quantitative, qualitative, and mixed approach). The findings of the included studies from each category were summarized and reviewed in terms of relevancy and validity to answer the review question and meet the study’s goal.

Effective management of multicultural, diverse employee resources, cultural, ethnicity, and sharing diversity, provide theoretical and practical conceptualizations, improve the cultural dimension, and achieve the majority of benefits from cultural diversity (Rahman, 2019; Vangen & Winchester, 2014) that effective management of multi-culture, diverse employee resources, cultural, ethnicity, and sharing diversity, provide theoretical and practical conceptualizations, improve the cultural dimension, and achieve the majority of benefits from cultural diversity Furthermore, the study discovered that managing workplace diversity and multicultural collaboration has a significant impact on organizational performance and competitive advantage and that effective cultural diversity management practices have a significant and positive impact on competitive advantages and organizational effectiveness (Rahman, 2019; Vangen & Winchester, 2014).

Moreover, the other author’s findings show that cross-cultural communication plays an important role in reducing misconceptions and maximizing the possibility for healthy cross-cultural partnerships (Gogan et al., 2014). When actors’ reliance on natural resources differs, shared values are especially vital (Zscheischler et al., 2019). In workgroups, perceived inclusion, and cultural diversity provide additional avenues for building cultural intelligence (Alexandra et al., 2021). All of its components, cognitive, normative, and symbolic, play a critical role in interpreting and comprehending global events (Momir et al., 2015). It gives The socio-technical framework adds to it by revealing how and when negative social processes produced by cultural variety stifle team innovation by impeding the exchange and elaboration of varied knowledge and views in multicultural teams (Wang et al., 2018).

Various studies have found that successful cultural diversity management methods have a significant and favorable impact on competitive advantages and organizational effectiveness (Neelakanta & Sultana, 2013). Communication, problem-solving, knowledge-sharing, interpersonal connections, leadership behaviors, and management styles are all affected by the work values gap (Sridhar & Srinivasan, 2012). Cultural differences in self-perception, across civilizations, the substance and nature of interaction differ. Collaboration is hampered by cultural differences in mental models toward team effort (Salazar & Salas, 2013) Cultural transformation was facilitated by discursive, geographical, structural, social, and managerial variables (Teerikangas & Irrmann, 2016).

Furthermore, the other authors identify elements that affect cultural and workplace diversity management, stating that the link between perceived inclusion in a workgroup and cultural intelligence growth was stronger for people who perceived more cultural variety (Alexandra et al., 2021), negative previous experiences and framings are significant impediments to CLM, and financial and institutional support are essential for collaboration implementation (Zscheischler et al., 2019). There is a link between workplace cultural diversity and organizational performance. In the workplace, cultural diversity is a powerful competitive weapon (Ayega & Muathe, 2018). There are strong and consistent effects of CLTs on individual entrepreneurship (Stephan & Pathak, 2016). There exists There is a good and negative relationship between cultural diversity and work team performance. Creating a multicultural work team is critical in today’s corporate world (Cherian et al., 2020). Emergent leaders in multicultural teams score higher than non-leaders in terms of the three global characteristics of cultural intelligence, global identity, and openness to cultural diversity (Cheng et al., 2012). Different cultural value orientations have different patterns of effects on the performance of self-managing multicultural teams (Lisak & Erez, 2015).

Finally, the author assesses the difficulty of managing diversity and intercultural collaboration. According to some of the included research, leading and treating a varied workforce equitably and fairly equitable and fairly is a huge task for all managers in the world. By providing training programs for team members, effective managers can better manage diversity. Shaban (2016) proposes that such programs provide formal means to comprehend diversity issues. A study by Zscheischler et al. (2019).

Conclusion

The study analyzed 36 studies conducted on managing diversity and multicultural collaboration in a systematic review research method. His study’s findings conclude that effective management of multicultural, diverse employee resources, culture, ethnicity and sharing diversity, and intercultural collaboration plays a significant role by providing theoretical and practical conceptualizations and improving cultural management practice, it helps preservation, retention, and development of cultural values of ethnic groups and facilitating the rate of organization success, it is one of the most important factors to run the business, it provides great benefit for organizational performance, minimizes misunderstandings and maximizes the potential to create strong cross-cultural relationships, providing additional routes to developing cultural intelligence it provides The socio-technical framework complements it by offering new insight.

In addition, this study finds out that managing workplace diversity and multicultural collaboration has a significant effect on organizational performance and competitive advantage. There the study identified that there is a significant and positive correlation between effective cultural diversity management practices on competitive advantages and organizational effectiveness, There is a positive relationship between cultural diversity in the workplace and organizational performance. Managing diversity and multicultural collaboration is a difficult task in that management bodies face different challenges due to the unique and multicultural aspects of individual employees to combine a diverse workforce that best fit for the organization’s success. A major challenge for all managers in the world is to lead and treat a diverse workforce equitable and fairly equitable and fairly. Therefore effective managers can better manage diversity by providing training programs for the team members.

Practical Implication

This study offers the following practical implication. First, the study’s finding implies that Managing diversity and multicultural collaboration is one of the most important factors in organizational performance and success. However, managers look for an organization’s culturally diverse workforce as a little factor and give less attention and consideration as we find in this study. This implies that, making managers recognize is requeried create common understanding about this compressive and key for success factors.

Second, as the study funded that the organizations, managers and workers consider Managing diversity and multicultural collaboration to be a difficult task management bodies face different challenges due to the unique and multicultural aspects of individual employees. So management needs to promote integrated collaborative activities for the successful implementation of diversity and multicultural collaboration management practice by establishing organizational structure, strategy, mission, vision, and goals with the unique cross-cultural perspective of individual employees in the organization that helps to implement a best-fit strategy and achieving the common goals.

Thirdly, as the study finding proposed Cultural diversity leads to process losses through task conflict and decreased social integration, this requires a better understanding of individuals’ work diversity and establishing an effective management system to manage diversity effectively through providing training programs for the team members to process gains through increased creativity and satisfaction and activating organizational goal achievement effectively and efficiently.

Theoretical Implication

The existing practices of research on managing diversity and multicultural collaboration are mainly limited to identifying the common factors, and effective management of diversity and multicultural collaboration that affect organizational performance and competitive advantage. Therefore, sophisticated scientific study is necessary in the future to advise the best course of action to enhance organizational practices on managing cross-cultural team cooperation to reach the aim in an effective way. Therefore advanced scientific research is required in the future to suggest the best course of action to improve organizational practices on managing-cross-cultural team collaboration to achieve the goal an effectively.

In addition, the culture encourages entrepreneurial values, norms, and beliefs that support the capacity of the organization to detect, interpret, and translate signals from the environment into new behavior responses and can play an important role in creating an organizational climate that enables learning and innovative response to challenges, competitive threats, or new opportunities. Therefore effectively investigating different circumstance and situation is highly required to develop a common understanding concept among organizations and also create better management systems that encourage managing diversity multicultural collaboration, adaptation, and change enhances organizational performance by energizing and motivating employees, unifying people around shared goals and a higher mission, and shaping and guiding behavior so that everyone’s actions are aligned with strategic priorities.

This research paper identifies the above theoretical gabs may improve and enhance the fields of diversity management and multicultural collaboration. And this, model may useful for concept, knowledge and theory development that future research may test it in different organizational contexts.

Limitations and Suggestions for Future Research Direction

This study was limited to conducting a review of different research findings of managing diversity and multicultural collaboration that mainly aimed to identify the practices challenges and the factors that affect effective management of diversity and multi-cultural collaborations and their contribution to organizational performance. However, the study didn’t show what the existing problems look like in different company and how organization faces different challenges, and what is the effect of managing diversity and multicultural collaboration therefore future researcher can fill this gap by conducting scientific research and collecting the primary data from different case company.

Secondly, this study is mainly limited to selecting open-access articles, are conducted in the business and economics of study and journal articles, research conferences, and review articles, and only easily available database sources. There for future research, may investigate this research topic by incorporating a different source of data to study comprehensively and make a better generalization on the area.

Finally, as study finding indicates that there are empirical gaps that investigating common variables of diversity and multicultural collaborations. No enough evidence elaborate on what types of diversity and employee cultures significantly affects organizational performance. There focused area were the roles, challenges, and influence of managing work diversity on organizational performance and success. Therefore, the author suggest to future researchers to conduct advanced research on what variables of work diversity and cultures affect organizational competitive advantage and success to come up with the best conclusion and having common variables on diversity and cultural management contribution will be required from the future researcher.

Footnotes

Declaration of Conflicting Interests

The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Funding

The author(s) received no financial support for the research, authorship, and/or publication of this article.

Data Availability Statement

Data sharing not applicable to this article as no datasets were generated or analyzed during the current study.

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Managing Diversity and Multi-Cultural Collaboration: A Systematic Review

Abstract

Keywords

Introduction

Theoretical Foundation

Definition of Basic Terms

Theoretical Foundation in Diversity and Multicultural Collaboration Perspectives

Methodology

Research Design and Procedure

Searching Strategy

Screening and Selection

Sources and Method Data Extraction

Data Management and Quality Assessment

Method of Data Analysis

Data Analysis and Discussion

Analysis of Characteristics of Included Studies

Analysis of Included Research Findings

Summary of the Three Category Analysis

Conclusion

Practical Implication

Theoretical Implication

Limitations and Suggestions for Future Research Direction

Footnotes

Declaration of Conflicting Interests

Funding

Data Availability Statement

References