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Managing Cultural Diversity in Collaborations: A focus on management tensions

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  • Siv Vangen
  • Nik Winchester

Abstract

This article explores the management of cultural diversity in public and not-for-profit collaborations spanning organizational, professional and national boundaries. Through the framing of a culture paradox, it identifies three interrelated tensions pertaining to the management of cultural diversity towards collaborative advantage. These tensions address: interactions between organizations within a collaboration; interactions between individual actors and their orientation towards the collaboration and their host organization; and the quantity and extent of cultural diversity within a collaboration. The culture paradox and its inherent management tensions provide theoretical and practical conceptualizations that are relevant to management and governance of collaboration.

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  • Siv Vangen & Nik Winchester, 2014. "Managing Cultural Diversity in Collaborations: A focus on management tensions," Public Management Review, Taylor & Francis Journals, vol. 16(5), pages 686-707, June.
    • Handle: RePEc:taf:pubmgr:v:16:y:2014:i:5:p:686-707
    DOI: 10.1080/14719037.2012.743579
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    Cited by:

    1. Worrall Rob & O’Leary Fergal, 2019. "Towards greater collective impact: Developing the collaborative capability of the local community development committees (LCDCs)," Administration, Sciendo, vol. 67(1), pages 73-83, February.
    2. Marcos Vinícius Bitencourt Fortes & Lara Agostini & Douglas Wegner & Anna Nosella, 2023. "Paradoxes and Tensions in Interorganizational Relationships: A Systematic Literature Review," JRFM, MDPI, vol. 16(1), pages 1-16, January.
    3. Donbesuur, Francis & Zahoor, Nadia & Boso, Nathaniel, 2022. "International network formation, home market institutional support and post-entry performance of international new ventures," International Business Review, Elsevier, vol. 31(3).

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