1

ACKNOWLEDGMENT

2
 Summary
acknowledgment.........................................................................................................................2

List of figures and tables.............................................................................................................4

INTRODUCTION......................................................................................................................5

Abstract.......................................................................................................................................6

CHAPTER 1: MULTICULTURAL MANAGEMENT - CONCEPTS AND APPROACHES.8

I. Introduction....................................................................................................................8

II. Definitions of multicultural management......................................................................8

III. Determinants of effectiveness in multicultural work-teams....................................12

IV. Innovativeness in cross-cultural management.........................................................18

Webography..............................................................................................................................21

3
List of figures and tables

4
 INTRODUCTION

The history of world cultures is, and always will be, interesting. Today’s globalization
with its global migration as well as modern technology have brought many different cultures
closer together and we can find a clash of those diverse cultures at the modern workplace.
However, Cultural Diversity at the workplace encompasses much more than just working side
by side with people from other nations. Cultural Diversity is a fascinating topic. It is
interesting to analyse a phenomenon that steadily increases in importance and that, only
recently, has been recognized as an asset and opportunity for creating competitive advantage
rather than a burden that has to be managed, wasting valuable resources.

5
Abstract

6
CHAPTER 1: MULTICULTURAL MANAGEMENT - CONCEPTS AND
APPROACHES
i. Introduction
In global society, cultural and ethnic diversity has been used by social theorists for
decades. The theorists illustrate different contact situations and/or explanations for the
presence or absence of conflict between different ethnicities.

Multiculturalism is recognized by policy makers, socialists, academics and the general

public in some countries. Being a manager, it’s a pretty challenging and a very demanding
position, and it gets even more challenging when education is added into the mix and even
more challenging again when multicultural diversity is added into the mix.

In this chapter, it’s knowing first all about what’s cultural management? definition?
Determinants of effectiveness? Also innovativeness in cross-cultural management?1

ii. Definitions of multicultural management

iii. Culture:
In global society, cultural and ethnic diversity has been used by social theorists for
decades. The theorists illustrate different contact situations and/or explanations for the
presence or absence of conflict between different ethnicities.
Multiculturalism is recognized by policy makers, socialists, academics and the general
public in some countries. Being a manager, it’s a pretty challenging and a very demanding
position, and it gets even more challenging when education is added into the mix.
In this chapter, it’s knowing first all about what’s cultural management? definition?
Determinants of effectiveness? Also innovativeness in cross-cultural management?2
In order to understand the concept of multicultural management, it is first necessary to
present the issue of culture. Culture is the acquired information that people use to predict
events and interpret experiences in order to generate social and professional behaviors that are
acceptable. This information influences behavior through forming values, attitudes, and
behaviors." Culture is passed down down the generations through personal experiences and is
shared by a vast number of individuals. Culture is also passed down via the generations.3

1
MARTIALE ORNELLA MPOUETE NIANGUI, le management des équipes et la diversité culturelle, 2014
2
MARTIALE ORNELLA MPOUETE NIANGUI, le management des équipes et la diversité culturelle, 2014
3
HDr. H.amid D.oost Mohammadian , An Overview of International Cross Cultural Management,
Fachhochschule des Mitt elstands GmbH, Bielefeld 2017.

7
In the literature the model of culture consist of eight aspects – figure 1.1. What are the aspects
of culture, as depicted in the diagram below?

Space

Compe Time
-tition focus

Model
Struc-
Power of ture
culture

Time
orienta Action
-tion
Comuni
-cation

Figure 1. 1 : The Eight Cultural Value Orientations

Source: ?????????????

These cultural value orientations could be used to compare and contrast the values of different
cultures in relation to the eight components depicted. As a result, the eight aspects are
described briefly below4.

 There are two types of space: public and private. Individuals develop their unique
personalities as a result, from a more public to a more intimate level.
There may be cultural distinctions between public and private levels of persons.
Furthermore, distinctions can be discerned in the degree to which people from other
cultures are comfortable sharing certain aspects of their personalities.
 The natural rhythm is linked to time focus. As a result of their surroundings, customs,
history, and general habits, different cultures have distinct perceptions of time.
 The link between a person and a group is referred to as structure. Individualism and
collectivism are thus distinguished. Individualism is defined by the Ifocus, which
emphasizes personal aims, efforts, and accomplishments. As a result, people are
encouraged to be self-sufficient and independent. In this case, there is less of a
separation between in- and out-groups.
4
N. Hienz, L. Engelhart, Management of a Cross Cultural Workforce: Case Study at Luleå Tekniska Universitet,
2018.

8
  Every form of human expression leads to a specific action. As a result, there is a
proclivity toward a being or doing orientation. Being orientation is defined as a
spontaneous expression of what is thought to be inherent in human personality.
Instead of being achievement oriented, this perspective is focused on working for the
now and living the experience.
 When it comes to communication, the context is really crucial. It can be thought of as
the framework and background that surrounds the settings in which communication
occurs.
 The term "time orientation" refers to the distinction between past, present, and future
orientation. Traditions are emphasized in past-oriented cultures. As a result, any
adjustments or plans must be in keeping with these traditions and history. Quick
outcomes and short-term gain are important to today's focused organizations. Cultures
that are focused on the future, in contrast to cultures that are focused on the past, are
more inclined to give up short-term gains in order to acquire more considerable long-
term rewards. As a result, future plans or modifications will be in line with anticipated
future advantages.
 The extent to which people expect and accept unequal power distribution is known as
power value orientation. As a result, societies based on hierarchy clearly define the
levels of power and authority.
 In a free market economy, competition is especially encouraged. Employees are
encouraged to take on more responsibilities in order to promote market development
and innovation. When wealth, performance, and completing goals are prized,
competitiveness becomes a priority.5

iv. organizational culture

Organizational culture or corporate culture can be defined as "a set of values, norms
and rituals that are shared by the members of an organization that govern the way they
interact with their customers, investors, suppliers or competitors”6.
« Organizational culture includes an organization’s expectations, experiences,
philosophy, as well as the values that guide member behavior, and is expressed in member
self-image, inner workings, interactions with the outside world, and future expectation.

5
Nadine Hienz ,Lukas Engelhart , Management of a Cross Cultural Workforce , 2018.
6
I.SSAKA O. Harou,OUMAROU HAROU, lLe rôle et l'impact de la diversité culturelle dans les pratiques
managériales en milieu professionnel université du québec 2014.

9
Culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that
have been developed over time and are considered valid. »7.
v. Cultural diversity
When distinctions in color, ethnicity, language, nationality, religion, and sexual
orientation are represented within a community, it is called cultural diversity. If a
community's residents come from various ethnic groups, it is said to be culturally diverse.
A country, region, or city can be the community. When it comes to the workplace,
cultural diversity has become a contentious topic.8.
vi. Cross-Cultural management:
Cross-cultural management is described as the behavior of people in businesses
around the world that shows how people or employees from various cultural backgrounds
work in an organization and the service they provide to customers. There is a pressing need to
manage personnel with various cultural orientations as one of the most critical components of
a successful firm. As a result, managing a cross-cultural workforce is critical for firms from
all over the world to consider, as it is a well-known fact that cultural conflicts can occur as a
result of a company's inability to address the numerous causes that lead to such conflict.9.
A set of tactics and regulations aimed at reducing the difficulties of coordination and
collaboration that arise in workplaces where employees represent a variety of (often
conflicting) behavioural norms and interpersonal expectations.10.

vii. Multicultural work teams

Multicultural teams are described as a group of people from many nations and cultures
who work together to meet the needs of an organization or another stakeholder.11.
The fact that these teams' members spent a major portion of their formative years in
other nations, and so adopted diverse values and demeanors – components that we know make
up commonly agreed-upon definitions of organizational culture – is evident or “ the way we
do things around here” 12.

7
The first letter on name??? Cancialosi, Wwhat is Organizational Culture? Place, Publisher??? 2017.
8
T.anuja Jjain , Ch.aru Pareek , Managing Cross-Cultural Diversity: issues anDd Challenges, Global
Management Review
Vol 13, Issue 2, 2019, Doi:10.34155/GMR.19.1302.032019.
9
Tanuja jain , Charu Pareek , Managing Cross-Cultural Diversity: issues anD Challenges 2019Ibidem.
10
D.imitria Groutsis, E.ddy S. Ng, and M.ustafa Bilgehan Ozturk, Cross-cultural and diversity management
intersections: lessons for attracting and retaining international assignees,. in: M. Özbilgin, D. Groutsis, W.
Harvey, International Human Resource Management, Cambridge University Press, 2013.
DOI:10.1017/CBO9781107445642.004
11
V.eronica M.aria Mmateescu, cCultural diversity in the workplace - discourse and Perspectives, Journal
Modelling the New Europe, Issue no. 24/2017, DOI:10.24193/OJMNE.2017.24.022017

10
 viii. Managing diversity
'Managing Diversity' is a more effective approach to dealing with challenges of equal
opportunity. It highlights the economic and personal benefits that come from recognizing
people's individuality rather than simply following the law. Organizations that effectively
manage diversity produce additional business possibilities are considerably more likely to
maintain a competitive advantage than those that do not.13.

12
J.ake Young , Managing multicultural teams: Exploring the opportunities and challenges Chartered
Institute of Personnel and Development, London 2021.
13
L.awrence Jones-Esan , Effectively Managing Cultural Diversity In a Culturally Diverse Work Place, 2010
https://www.academia.edu/5664491/Muliticultural_Management [31.03.2022].

11
 ix. Determinants of effectiveness in multicultural work-teams
1. Introduction
As businesses increasingly work with partners and customers worldwide, multicultural
teams in the workplace are becoming common, even in small and medium-sized
organizations. Although humans worldwide share many similar experiences despite language
and cultural differences, they do not think with one mindset.14
ii. Effectiveness in multicultural work-teams
As businesses increasingly work with partners and customers worldwide, multicultural
teams in the workplace are becoming common, even in small and medium-sized
organizations. Although humans worldwide share many similar experiences despite language
and cultural differences, they do not think with one mindset.15.
When job diversity is not adequately managed, it can have a negative impact on
employee productivity and satisfaction. And when employees believe they are all
valuable members of the companies they work for, they are more motivated.
Unfortunately, most minority groups in a company often feel less valued than the
majority of groups due to stereotyping, prejudice, and ethnocentrism.
Some of the consequences of not effectively managing a diverse workforce could
include the stifling of employee abilities and motivation, which could result in lower
work performance. Any organization where the importance of diversity at work is
overlooked can easily experience conflicts and disagreement.16.
iii. Advantages:
Because most firms are growing more multicultural and diverse in terms of sex,
ethnicity, and nationality, diversity in the workplace has a positive impact on all
organizations.
Improvement in decision-making
New ideas are frequently adopted, allowing workers to approach challenges and
situations from various perspectives. Individuals that have similar ideologies are usually
more comfortable with one another, yet similarities can occasionally stifle the
interchange of alternative ideas and suggestions.

14
Rashidat Abidemi Anjorin, Avni Jansari , Managing Cultural Diversity at Workplace, MAY 2018
15
R. A. Anjorin, A. Jansari , Managing Cultural Diversity at Workplace, 2018,
https://www.diva-portal.org/smash/get/diva2:1217258/FULLTEXT01.pdf [31.03.2022].
16
J. Szydło, D. SzpilkoJOANNA SZYDLO, C Rus, C Osoian, Mmanagement of multicultural teams. Practical
lessons learned from university students, Publishing House of Bialystok University of Technology, Bialystok
2020.

12
 iv. Greater creativity and innovation
Creativity is defined as the act of using one's imagination to create something
new, and it flourishes in a diverse environment. People who are solely exposed to one
culture have a harder time inventing and being adventurous than those who are exposed
to a variety of civilizations. When people from various backgrounds join together to
address a problem, they are more likely to solve it and achieve a shared solution.

v. Superiority of a group over another

When it comes to creating new ideas, there is no superiority of one group over the
other, and no one can anticipate who will come up with the next big idea. Culture
diversity can offer an accurate and thorough understanding of challenges to the table;
only humans can bring and generate ideas, thus the more diverse the firm, the better the
odds of coming up with fresh ones.
vi. Adapt changes
A multicultural business is better able to adapt to change and is more adaptable.
Females, for example, are more likely than males to have a far higher degree of
endurance and tolerance for change, and those who can speak more than one language
have a higher level of ability to think in different ways than people who just speak the
common language.

vii. Disadvantages
Multicultural workforces provide numerous benefits in the workplace, but they
also have certain drawbacks. Working with people of other cultures makes most people
feel exposed or at risk.
i. Cost of training
The cost of training is one of the disadvantages that might be mentioned. This
increase stems from the cost of programs, lectures, and seminars offered to promote
diversity in the workplace. Employees are taught how to welcome the ideas and thoughts
of people from other cultures, as well as how to resolve problems and prejudice in a
respectful manner.

13
viii. the occurrence of reverse discrimination
Another disadvantage could be the incidence of reverse discrimination, which can
be caused by affirmative action rules, which reward individuals who are discriminated
against. White guys complain that they have been unfairly treated, claiming that they
are the same and have a lot of experience for a position, but that they have been passed
over for the minority to gain that job. This could lead to legal action and a feeling of
dismissal.
ix. the increase of conflits
The rise in the number of conflicts is a third disadvantage. Serious disagreements
can readily emerge when two or more people disagree on a subject, and if both parties
are ignorant of the situation, conflicts can easily arise. Especially when negative remarks
are made about others, which can lead to a lack of acceptance, resulting in cultural
disputes, stereotyping, and ethnocentrism. If issues such as disagreements can be
effectively managed, creativity will undoubtedly flourish. Conflicts arise if one side
begins to feel more exceptional than the other. And when executives decide to set or
support competitive goals.

x. the rise in turnover and workers absenting

When there is diversity, there is also the chance of a spike in turnover and
workers absenting themselves from work. According to study, black Americans in the
United States have a forty percent higher rate of turnover than white Americans.
Another conclusion is that people who are not part of the inner circle are more likely to
leave a company.
Mismanagement of diversity can have a negative impact on production and
employee happiness. When a group is denied access to specific benefits or receives
unequal treatment, it might reduce workers' abilities and motivation. As a result, job
performance may suffer significantly, the company may cease to exist, and people may
fail to understand their own potential.17.

17
K.erlyn O.henewa Gyebi , The Impact of Multicultural Working Environment on Employees at Workplaces, 2016
https://www.theseus.fi/bitstream/handle/10024/143420/Gyebi_Kerlyn.pdf?sequence=1&isAllowed=y [31.03.2022]

14
 xi. Managing cultural diversity
Managing multiple cultures in the workplace has become a common concern as
more organizations grow globally. Managers must deal with employees' differing
perspectives about time, authority, hierarchy, and work in general.18. There are some
strategies and measures to support managers in managing multiple cultures.

a. Approaches for diversity management at workplace

i. Discrimination and fairness
Focus on establishing proactive measures to guaranteeassures that everyone in the
organization has equal and fair opportunities. The goal of this method is to remove
barriers such as bias, prejudice, and discrimination from the workplace, making it a
welcoming environment for both personal and professional well-being, as well as to
improve knowledge of cultural differences within the organization's employees.
Employee counseling and monitoring, as well as career development plans for all
employees, are common practices in organizations that use this approach.

ii. Access and legitimacy

Access and legitimacy is aThis strategy which emphasizes on accepting individual
variations among employees and channeling such differences into something
constructive, such as using existing cultural differences to cater to the organization's
diverse collection of consumers. As a result of this approach, businesses concentrate on
increasing the diversity of their employees in order to gain a better understanding of
their customers.
ThatThis strategy focuses on zealously promoting differences and categorizing
employees' jobs based on their cultural backgrounds.
iii. Learning and effectiveness
Theis technique of learning and effectiveness brings employees together with the
goal of improving their learning abilities by addressing the cultural disparities that exist
among the company's employees. Learning and effectiveness companies emphasize open
dialogue and ensuring that existing differences among individuals are valued and
respected by coworkers. The organization hopes to improve employee effectiveness by
understanding their perspective and thinking by implementing the learning and

18
O. livier MeierMERIER , Management interculturel: stratégie, organisation, performance, Le Management
InterculturelDUNOD, 2Paris, 2016.

15
 effectiveness approach model. Interpersonal learning among employees helps to the
organization's growth and, as a result, to the organization's team spirit.

iv. strategies for management of cultural diversity

i. Ignoring the cultural differences
According to these strategy of ignoring the cultural differences, managers, the
'ignoring the cultural differences' plan ignores cultural differences and their impact on
the organizations and its employees' operations. In this form of organization, diversity is
largely irrelevant and has little or no significance.

ii. Next strategy for management of cultural diversity is minimizing

cultural differences. Minimizing cultural differences
Here, the management acknowledges that cultural differences are a source of
issue for both the organization and its personnel. Such an organization finds it difficult
to deal with people of diverse cultural backgrounds and fails to see the benefits of
cultural diversity within the organization. Such firms favor a workforce with a uniform
culture and are mostly excluded from the benefits that organizational cultural diversity
may provide.

iii. Manage cultural differences

This specificNext technique aims atfor managing cultural diversity in an
organization aid in the harmonization of existing variances within an organization. Such
an organization has a dual effect of cultural variety, which is both beneficial and
detrimental to the organization. Managers put together a mix of tactics that extract the
greatest aspects of each culture and then apply them to the organization.19.

19
A.IMANE Siddiqui,IDDIQUI, E. Ahmad, N. Shukla, Management of Cultural Diversity at Workplace,
AUGUST 2020.
https://www.researchgate.net/profile/Aaiman-Siddiqui/publication/
343961706_Management_of_Cultural_Diversity_at_Workplace/links/5f49fb4492851c6cfdf7f893/Management-
of-Cultural-Diversity-at-Workplace.pdf [31.03.2022]

16
 iv. Innovativeness in cross-cultural management
It is not necessary for the company to be listed on a "Best Places to Work" list for new,
varied talent to find its way to the door. Other potential employees will take notice if current
employees tell their friends and acquaintances how much they enjoy working at a company
with multicultural teams, broadened horizons, and a no-holds-barred welcome to new ideas.
More top, diverse people will want to join if you advertise for a position and mention the
multicultural environment. While having had trouble hiring motivated employees in the past,
multicultural workforce and willingness to consider a variety of solutions will be essential in
recruiting individuals who want their thoughts and differences to be valued.

1. The Role of Diversity in Innovation

A diverse workplace is widely acknowledged to benefit both businesses and
employees. Diversity creates opportunities for inclusion, which leads to increased profitability
and employee engagement.
Most managers, however, are concerned about how diversity benefits creativity in
particular. As it turns out, the answer is a resounding yes. Diverse workplaces are more
innovative, more creative, and better suited to generate market growth in general.

ii. Innovation culture in organizations:

The "innovation culture" is a special configuration that encourages all employees to
participate in innovative activities and makes innovative thinking natural within the firm.
According to a review of the literature, the innovation culture has five distinct
characteristics20:
 the existence of innovative leaders and managers;
 the presence of innovative teams;
 the presence of inventive individuals;
 an organizational context that encourages innovation;
 various and easy connections with the outside world.21

20
M. Davies, S. Buisine, Innovation Culture in Organizations, in: Science, Technology and Innovation Culture,
Volume 3, 2018. doi.org/10.1002/9781119549666.ch6
21
MURIEL DAVIES, Innovation Culture in Organizations chap 6 ,2018

17
iii. Innovative leaders and managers
Leaders are responsible for managing an organization's culture, and changing it will
involve changes that affect them personally first.

For example, without the commitment of the manager, a company will not be able to
go from traditional management to self-governed management and a profound personal
questioning.

Innovators who have built goods, developed discovery abilities, and feel they can
change the world lead the most inventive enterprises.
Leaders play a critical role in supplying innovative persons to all company areas and
fostering employee creativity as a first step in innovation. Furthermore, the organizational
environment is likely to vary at each level of the hierarchy. Simply because the manager sets
the correct climate, one unit can be far more innovative than another. As a result, leaders and
managers are crucial in approaching an organization's innovation culture.
Their actions, however, are rooted in the culture of the country to which they belong.
Variations in power distance or uncertainty tolerance, for example, could have an impact on
the innovation process. A low power distance and a high level of tolerance for uncertainty
foster innovation. It is the ideals of the hierarchy that will be implemented in cultures with a
large power distance. In terms of uncertainty intolerance, it will slow down the
implementation of innovative ideas.22.

iv. Presence of innovative teams

The majority of original work is done in groups, although creative performance varies
greatly from group to group. The ability of a team to generate and promote ideas is shown to
be related to its motivational orientation. It is the method by which an individual or a group
aligns their activities with their goals, beliefs, and standards. Prevention (avoiding losses) or
promotion are two types of motivation. Furthermore, creative businesses prefer small, well-
structured project teams that bring together people with complementing discovery skills.
Furthermore, in order to be effective in creative work, a team must be made up of
people with a variety of abilities, strong communication, an openness to new ideas, and the

22
B.ouncken, Ricarda,; B.rem, Alexander,; K.raus, Sascha, The Role of Cultural Diversity on Team Performance
, 2016Multi-Cultural Teams as Sources for Creativity and Innovation: The Role of Cultural Diversity on Team
Performance, International Journal of Innovation Management, 20(1).
https://doi.org/10.1142/S1363919616500122

18
willingness to question, trust, and help one another: individuals benefit from the team's
support.23.

v. Presence of innovative individuals

Within a company, the imaginative employee with excellent discovery skills is critical. He or
she is the source of creativity, which is the generation of fresh and beneficial ideas, and
innovation, which is the execution of creative ideas in the organization.24.

As a result, innovative individuals make a major contribution to a company's

innovation performance. Two of the seven elements for gauging innovation culture are related
to individuals: empowerment, freedom, and creativity on the one hand, and commitment to
the innovation process on the other. Furthermore, the findings of job engagement surveys
reveal a direct correlation between individual engagement and firm-level innovation.25.

vi. Ways to Use Diversity to Drive Innovation

a. Promote Inclusion
A wide range of ideas and points of view can lead to innovative ideas. Minorities must
feel heard and encouraged to appreciate their differences in order to take benefit of what
diversity has to offer. They must also feel that their perspectives matter, and so will bring
their ideas to the table.

ii. Encourage Decision-Making

When the employees are with a variety of training and cultural backgrounds, they are
more likely to draw on a variety of ideas and come up with innovative solutions. It can be
Ialso improved this by adopting novel brainstorming strategies, such as diverge/converge
techniques, to make decision-making as horizontal as feasible. This method will encourage
independent thinking and better decision-making inside the firm. It's also a fantastic technique
to promote innovation more quickly.26.

23
A.yalla A. Ruvio, A.viv Shoham, E.ran Vigoda-Gadot, and Nitza Schwabsky , Organizational Innovativeness:
Construct Development and Cross-Cultural Validation , Journal of Product Innovation Management 31(5).
DOI:10.1111/jpim.12141
24
Bc. R.enata Přidalová , Le rôle du management multiculturel dans la société contemporaine, 2012.
https://theses.cz/id/8ufol0/DP_Pidalov_2012.pdf [31.03.2022]
25
M. Davies, S. Buisine, op. cit.MURIEL DAVIES , Innovation Culture in Organizations 2018
26
M.OLLA Mokonnen, MOKEMOENNE , Multicultural Team Management in the Context of a Development
Work, Journal of Sustainable Development 9(1):8. DOI:10.5539/jsd.v9n1p82015

19
iii. Provide a safe environment
Protect the organization's nascent creativity by emphasizing the need of creating a safe
environment in which to make decisions and make mistakes. It's impossible to come up with a
novel idea without first trying several that don't work. This is crucial regardless workplace's
makeup, but it's especially vital in a diverse workforce when minorities already feel pressured
to do better than their white male counterparts. Allowing people to fail on purpose is a good
idea.

iv. Boosting your Culture

Workplace diversity has always been a hard sell, but now is the time to use it to boost
equity returns. It's a good sell to your consumers as well as to recruit talent to bring on a
varied team that's unified around sales goals, knows the customers, and works in a vibrant
innovative atmosphere. Workplace diversity can be Uused it to catapult the organization to
new heights.27.

v. Innovation and Diversity go Hand-in-Hand

Innovation and diversity aren't just "nice to haves" any longer. Instead, they're the
foundation of highly successful businesses, and they collaborate to achieve the results that
managers and executives desire.
To put it another way, in effective organizations, innovation and diversity are
inextricably linked. Promoting a more diverse staff is a wonderful place to start if you've been
looking for strategies to encourage greater innovation inside your organization. You can get
your items to market faster and become more competitive in your business by bringing
together varied ideas, backgrounds, and more. You'll also succeed in creating a desirable
corporate culture that people want to be a part of, which is priceless.28.

27
M. RaewfANAF RAEWF , The Cultural Diversity in the Workplace, Cihan University-Erbil Journal of
Humanities and Social Sciences, 2021.
28
V.eronica Buitron , Tthe -role -of -diversity -in -innovation/, | Jan 21, 2019
https://tangocode.com/2019/01/the-role-of-diversity-in-innovation/ [31.03.2022]

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Webography

21