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Description
(Text)
The enduring legacy of colonialism continues to shape organisational culture, influencing workplace dynamics, employee experiences, and the overall work environment. Addressing this requires moving beyond perspectives shaped by historical power imbalances and colonial legacies, which can limit creativity, innovation, and understanding in a globalised context. This contributed volume is a timely exploration of how colonial legacies persist in management practices, diversity paradigms, and workplace dynamics, and how they might be transformed.
The chapters in this volume explore multiple dimensions of decolonisation within organisational contexts. This includes exploring how historical colonial ideologies persist within management systems and organisational cultures, critiquing existing paradigms and laying a foundation for reimagining organisational frameworks through decolonial lenses. Indigenous and context-specific perspectives that prioritise equity and representation are used to interrogate the notion of diversity in workplaces, arguing that conventional approaches often reinforce neo-colonial practices rather than fostering genuine inclusivity. The book will be of great interest to scholars and students of organisation studies, colonialism in business and HRM.
(Table of content)
Chapter 1: Decolonising the Organisation Reimagining the Modern Workplace.- Chapter 2: Decolonising Ethically Sound and Culturally Sensitive Management Research A Methodological Reflexive Lens.- Chapter 3: Reimagining the Decolonial Shunyata as Metaphor.- Chapter 4: Decolonisation of Management Practices in SMEs An Organisational Social Capital Perspective.- Chapter 5: Reclaiming Heritage Using Digital Storymapping for Organising Community Counter narratives.- Chapter 6: Advancing Management Knowledge and Practice in Africa A Decolonial Perspective.- Chapter 7: Decolonising Diversity An Indigenous Framework for Knowledge Diversity Equity and Inclusion in Indian Organisations.- Chapter 8: Decolonising Leadership Discourse The Role of Leader Member Exchange in Shaping Indigenous Practices.- Chapter 9: Decolonising the UK Doctoral Journey Getting in getting by and getting on.- Chapter 10: Decolonising Work Life Intersectionality Experiences at Workplaces.- Chapter 11: Decolonising Management Practices to Support Work Family Balance.- Chapter 12: Some Work and Some Play Unveiling the Antecedents and Outcomes of Work life Balance in NonWestern Contexts Using Content Analysis.- Chapter 13: Decolonising Bias in Organisational Systems A Machine Learning Approach to Equity Power and Algorithmic Justice.- Chapter 14: Decolonising the Organisation A Call to Action.
