ABSTRACT
This chapter explains global diversity management in 14 large multinational organizations. It illustrates how diversity leaders took a positive approach to global diversity management in spite of the tension they were experiencing in their roles. It examines a phenomenon whereby identity group-based differences are seen as valuable and focuses on an established condition of positive deviance. It also focuses on Positive Organizational Scholarship (POS) perspective of global diversity management by identifying social identity resourcing as a mechanism. Social identity resourcing took two forms: harnessing and integrating. Harnessing refers to practices that provided organizational members from different social groups with opportunities to share their perspectives on how global diversity management should be approached. Where harnessing emphasizes soliciting perspectives from members of different social groups on global diversity management, integrating reflects the actual use of these perspectives to mobilize a vision and strategy for global diversity management.
