01771nam a22002417a 4500003000400000005001700004008004100021022001400062040001700076041000800093100002900101245007500130260005400205300001500259362006000274520093100334630003101265650005101296650003101347650004101378650002701419856008301446OSt20260515120133.0260121b        |||||||| |||| 00| 0 eng d  a0017-8012  aTBSbENcTBS  aeng  aLuthra, Poornimaeauthor  aDo your global teams see DEI as an American issue?c/ Poornima Luthra.  bHarvard Business Review Digital Articles, c2022.  a1-7 pages.  aHarvard Business Review Digital Articles, 2022, p.1–7  aTo date, organizations across the world have followed the American lead when it comes to DEI. They’ve benefited from the extensive research, data, literature, role models, best practices, narratives, and success stories and have been inspired to address inequality in their own workplaces. But for global organizations aspiring to be inclusive of diverse talent across their international teams, it’s just as important that employees in Paris, Mumbai, and Buenos Aires are on board as it is for those in New York and Seattle. To achieve this, leaders can draw inspiration from the management term “glocal,” a mix of the words global and local. Using a glocal lens allows organizations to identify a DEI vision and strategy that defines broad areas of focus while also allowing flexibility for local adaptation within those key areas. The author presents five things to keep in mind when diversifying your DEI approach. 0aMSc International Business 0aInternational business enterprisesxManagement 0aMultinational corporations 0aMultinational work teamsxManagement 0aTeams in the workplace  uhttps://research-ebsco-com.hub.tbs-education.fr/c/q5dvh4/viewer/pdf/bwykgjawyn