D23 - Organizational Behavior; Transaction Costs; Property RightsReturn

Organizations are increasingly operating with a multicultural and diverse workforce. Researchers and practitioners have recognized that diversity is a double-edged sword and can result in many significant benefits but can also present challenges in organizations. Therefore, the goal of the paper is to analyse the influence of perceived diversity, a perceived inclusive organizational culture and an inclusive diversity paradigm on employee job satisfaction. In order to analyse the research problem, a quantitative approach was chosen. The research was conducted on a representative sample (n = 1 035) of Poles using a research panel. The data analysis showed a statistically significant, positive correlation between perceived diversity and job satisfaction, as well as a statistically significant, positive correlation between an inclusive work environment (defined as an inclusive organizational culture and an inclusive diversity paradigm) and job satisfaction. The paper broadens our understanding of the role of diversity and inclusion for job-related attitudes. It shows managers that developing an inclusive, diverse workplace can have an influence on job satisfaction. The paper contributes to research into diversity, inclusion and job satisfaction by addressing diversity, an inclusive work environment and its consequences for an organization from the perspective of the employees and their perception of the analysed issues.
Implications for Central European audience: Central European countries are rather homogenous in terms of socio-demographic diversity dimensions, especially in comparison to the US and Western European context, where the vast majority of diversity and inclusion research has been conducted. When analysing employee attitudes, it may be important to look not only at objective variables but turn towards their perception by the employees, who in this case are raised in the homogenous Polish society. Thus, the paper contributes to the literature by presenting a CEE context and gives managers operating in this region insight into how diversity and inclusion affect job satisfaction.

The purpose of this paper is to investigate the impact of MNCs' crisis-driven cost-cutting and organizational restructuring actions on their local subsidiaries in Hungary. We hypothesize that much of the cost-cutting minded and efficiency-focused organizational transformation prompted by the global crisis of 2008 can actually be beneficial to some subsidiaries. Drawing on interviews carried out at 13 manufacturing subsidiaries, we find that upgrading occurs partly as a consequence of MNCs' pressure to reduce costs and improve efficiency, partly as an outcome of organizational restructuring and resources reallocation, and partly as a result of an increasing delegation of advanced functions to production subsidiaries. Although the Hungarian subsidiaries were on the receiving end: they hosted some of the relocated production activities, the main managerial implication is that caution is needed, success often breeds failure. The resulting overconfidence may prevent local managers and policy-makers from monitoring and analyzing industry-specific technological and market trends to detect opportunities and threats as early as possible.