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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.
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.