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As business becomes more international companies have to take account of linguistic and cultural boundaries, both within the organization and in the marketplace. Addresses the question of whether business schools are equipping managers to communicate in such environments. Presents the results of a survey of UK and continental European business schools’ approaches to language teaching. Also reports the results of a survey of young UK managers which illustrates the problems of coping in multilingual business situations. Describes how the attitudes of this group towards languages in a business context were closer to the philosophy of continental European business schools than most UK ones. Concludes by raising the question of non‐European languages which are addressed by neither group of business schools.

Presents the results of a survey of young British managers studying for their MBA about their views on the knowledge and skills needed to manage effectively across international boundaries. Presents respondents′ views on learning such knowledge and skills through traditional taught courses and through experienced learning. Short immersion courses taught overseas were found to be a very effective means of preparing managers to work in an international environment. Finally, presents a number of issues and dilemmas business schools need to face concerning the preparation of managers for roles in the international marketplace.

To understand how foreign exchange risk is managed it may be important to document who is involved in its management. Different individuals working in corporations will have different perspectives and different backgrounds including functional specialisms which fit them for functional roles. They will have specific job responsibilities inherent in their job descriptions. It is hypothesised that the nature of who gets involved in managing foreign exchange risk will impact on how it is managed. This paper reports on the findings of a postal survey of foreign exchange risk management practices in British Times 1000 corporations carried out in late 1991. The findings give support to the hypothesis and raise the issue of whether optimal foreign exchange risk management can occur when how it is managed is significantly influenced by who manages it. This is particularly so, given that the nature of the exposure reported by different corporations is not normally found to be significantly associated with who manages it. The paper concludes with a brief discussion of the implications of the findings.

The purpose of this paper is to review the literature on diversity training and examine the effect of power, privilege and politics on diversity in organisations.

This is a conceptual paper examining the arguments in favour and against diversity training in organisations. It identifies the presence of dominant groups in society leading to the marginalisation and oppression of minority diverse groups. It introduces the papers to the special issue under the three themes of: organisational impacts and outcomes; identify and self‐presentation and resistance to diversity.

The value of diversity training to promoting inclusivity, equality and fairness in organisations is underlined as is the importance of the human resource development community adopting a more proactive role in addressing the issue of diversity through research and course cirricula.

The paper introduces this special issue in “Diversity training in organisations” by examining the background concepts and providing an overview of the contributions to the issue.