Diversity Management in Slovenia

Abstract

Purpose

This chapter focuses on the underlying levers of diversity management, namely inclusive leaders, authenticity, networking and visibility, and clear career paths in two best practice cases. The aim of our research is to provide the strategic orientation of developing diversity management through business education in Slovenian business environment based on best practice cases as well as content analysis of 104 responses within management course at the Faculty of economics University of Ljubljana.

Research Methods

Qualitative joint content analysis was selected to analyze the data, in order to quantify qualitative data collected, by understanding its context.

Findings

Based on findings, the conceptual model of diversity management curriculum is introduced.

Limitations of the Study

Limitations of the study are in the open-ended questionnaire design in addition to analyzing only two purposely chosen best practice cases, which do not provide for the overall state of diversity management in Slovenia.

Practical Implications

Discussion is based on the findings of diversity management inclusiveness, offering also concrete theoretical and practical implications for deans, academic community, as well as students who want to practice inclusive diversity management.

Social Implications

Our chapter raises awareness on diversity management development and implementation on the basis of identified good practice examples. By presenting Slovene cases and analyses of the diversity management implementation, we promote the value of inclusion and diversity in the workplace.

Originality

Our chapter presents two original case analyses within Slovene diversity management and offers the conceptual model of diversity management curriculum.

Citation

Dimovski, V., Penger, S., Peterlin, J. and Grah, B. (2019), "Diversity Management in Slovenia", Diversity within Diversity Management (Advanced Series in Management, Vol. 21), Emerald Publishing Limited, Leeds, pp. 117-137. https://doi.org/10.1108/S1877-636120190000021007