A nationwide survey of Mauritian organisations and their managers disclosed the degree of representation of women in managerial ranks, and explored top management attitudes…
Abstract
A nationwide survey of Mauritian organisations and their managers disclosed the degree of representation of women in managerial ranks, and explored top management attitudes regarding women‐in‐management issues. Analysis revealed that, although only minimal stereotyping of women as managers was openly expressed by senior managers, few measures for the deliberate inclusion and advancement of women into management were identified. Mauritius represents a developmental paradox, being somewhat isolated from the “highly industrialised” world and its advancements in equal opportunity and positive action movements, but also from less developed countries’ close and long‐term associations with aid agencies, which largely include gender mainstreaming programmes. The survey uncovered politically correct women‐manager‐friendly responses in corporate Mauritius, but practically no affirmative action of any sort. Implications include the consideration of the presence of “helpful” agencies in newly industrialising countries, and for a radical increase in multilateral interactions, lest such successful small economies be transformed into victims of their own success.
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Paul Iles, Anita Ramgutty‐Wong and Maurice Yolles
Most discussions of knowledge, knowledge management and knowledge transfer, especially of human resource management (HRM) knowledge and its transfer, have failed to consider them…
Abstract
Most discussions of knowledge, knowledge management and knowledge transfer, especially of human resource management (HRM) knowledge and its transfer, have failed to consider them in a cross‐cultural context. After a discussion of this issue, the paper analyses the migration or transfer of what is often claimed to be best practice in HRM from Western countries to developing, culturally different countries. It does this with specific reference to the case of HRM in Mauritius, especially in the Mauritian Civil Service, and uses this case not only to identify some of the limits to cross‐cultural knowledge management, but also to develop a more appropriate model of “knowledge migration” of HRM knowledge across cultures based on viable systems theory, including a future research agenda.