02036nam a22002777a 4500003000400000005001700004008004100021022001400062040001700076041000800093100003600101245007500137260005400212300001500266362006000281520093100341630003801272650005601310650003801366650004801404650003201452856008301484942000801567952016801575999001501743OSt20260515120133.0260121b        |||||||| |||| 00| 0 eng d  a0017-8012  aTBSbENcTBS  aeng  aLuthra, Poornima927011eauthor  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 Business926977 0aInternational business enterprisesxManagement9498 0aMultinational corporations927012 0aMultinational work teamsxManagement927013 0aTeams in the workplace9655  uhttps://research-ebsco-com.hub.tbs-education.fr/c/q5dvh4/viewer/pdf/bwykgjawyn  2lcc  00102lcc40708CTaTBSbTBSd2026-05-13l0p5221r2026-05-13uhttps://research-ebsco-com.hub.tbs-education.fr/c/q5dvh4/viewer/pdf/bwykgjawynw2026-05-13yARTICLE  c5221d5221