Management strategies to harness cultural diversity on Australian construction sites : a social identity perspective

Martin Loosemore, Florence Phua, Melissa Teo, Kevin M. Dunn

    Research output: Contribution to journalArticlepeer-review

    6 Citations (Scopus)

    Abstract

    Construction sites around the world employ large numbers of people from diverse cultural backgrounds. The effective management of this cultural diversity has important implications for the productivity, safety, health and welfare of construction workers and for the performance and reputation of firms which employ them. The findings of a three year, multi-staged study of cultural diversity management practices on construction sites are critiqued using social identity theory. This reveals that so called "best-practice" diversity management strategies may have an opposite effect to that intended. It is concluded that the management of diversity on construction projects would benefit from being informed by social identity research.
    Original languageEnglish
    Pages (from-to)1-11
    Number of pages11
    JournalAustralasian Journal of Construction Economics and Building
    Volume12
    Issue number1
    Publication statusPublished - 2012

    Keywords

    • cultural diversity
    • discrimination
    • racism
    • social identity

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