This book makes its original contribution to the field of diversity by building theory regarding how individual employees' self conceptualisation of individualism-collectivism influences a level of diversity openness and interaction with culturally dissimilar others within diverse workgroups. The model proposes the diversity-oriented human resource management policies and practices and link them with key outcomes for individuals, groups, and organisations. This book also presents specific hypotheses associated with the model.

Rapidly disappearing cultural borders coupled with the popularity of teamwork mean that cultural diversity workgroup research is an imperative for both practitioners and researchers. The paradoxical nature of cultural diversity effects found in past research has raised a major management concern about how to achieve and maintain culturally diverse workgroups' full potential. This research examines these management concerns by examining how the diversity climate of openness fostered by diversity open HRM, and the combination of individualist and collectivist HRM policies and practices affect key outcomes of culturally diverse workgroups.