ABSTRACT
The empirical study shows three national dimensions that affected the dynamic meaning of Diversity Management (DM) in Denmark. The chapter identifies the dominant logic of equalization and the organizational practice of corporate social responsibility as powerful, stable forces in the translation of DM in Denmark. The dominant logic provided certain 'Danishness' to the translation of DM in as much as DM had to be adapted in order to avoid an overt conflict with the value of equalization. The second factor, attachment to the organizational practice of corporate social responsibility (CSR), also promoted a certain Danish characteristic to DM that lasted throughout the period of study. Our study is composed of two case studies, one from TDC, conducted in 2002 and the other from Novo Nordisk (NN), conducted in 2009. Both of these organizations are large Danish companies that are well-known across Danish society.
