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Prof. Dr.

Jasmin Mahadevan

Internationales und interkulturelles Management

Kontaktdaten

Raum

T2.2.18

Kolloquiumzeit

Mi 15.30-17.00 Uhr, Raum T2.2.18

Telefon

(07231) 28-6391

E-mail

jasmin.mahadevan(at)hs-pforzheim(dot)de

Beitrag in Zeitschrift

MAYER, C.-H., SURTEE, S., & MAHADEVAN, J. (2018). South African women leaders, transformation and diversity conflict intersections. Journal of Organizational Change Management, 31 (4), 877 - 894. doi:10.1108/JOCM-10-2016-0196.

ROMANI, L., MAHADEVAN, J., & PRIMECZ, H. (2018). Critical Cross-Cultural Management: Outline and emergent contributions. International Studies of Management & Organization, 48 (4), 403-418. doi:10.1080/00208825.2018.1504473.

SCHMITZ, A., EIREINER, C., & MAHADEVAN, J. (2017). Employee Experience: Ein fundamentaler Wandel?. Personalmagazin : Management, Recht und Organisation, 11 (2017), 48-51.

MAHADEVAN, J., KILIAN-YASIN, K., ILIE, I., & MÜLLER, F. (2017). Expecting “the Arab world”: imaginative geographies as dominant diversity frames. Equality, Diversity and Inclusion - an International Journal, 36 (6), pp. 533-550.

MAHADEVAN, J., & KILIAN-YASIN, K. (2016). Dominant discourse, orientalism and the need for reflexive HRM: skilled Muslim migrants in the German context. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 1-23. doi:10.1080/09585192.2016.1166786.

PRIMECZ, H., MAHADEVAN, J., & ROMANI, L. (2016). Why is cross-cultural management scholarship blind to power relations? Investigating ethnicity, language, gender and religion in power-laden contexts. International Journal of Cross-Cultural Management, 16 (2), pp. 127-136.

MAHADEVAN, J. (2015). Nomadic identities and workplace diversity – Implications for theory and practice. Equality, Diversity and Inclusion – an International Journal, 34(4), 34 (4), pp. 1-5.

MAHADEVAN, J., & ZEH, J. (2015). Third-country graduates and their transition to the German labor market: Understanding dominant identity categories, strangerness and agency in context. Equality, Diversity and Inclusion - an International Journal, 34 (4), pp. 325-345.

MAHADEVAN, J. (2015). Caste, purity, and female dress in IT India: Embodied norm violation as reflexive ethnographic practice. Culture and Organization, 21 (5), pp. 366-385.

MAHADEVAN, J. (2015). Understanding the process of intercultural negotiations through liminality: Insights on biculturality, marginality and cultural expertise from a Sino-German business context. International Journal of Cross-Cultural Management, 15 (3), pp. 239-258.

MAHADEVAN, J. (2014). Intercultural engineering beyond stereotypes: Integrating diversity competencies into engineering education. European Journal of Training and Development, 38 (7), pp. 658-672.

MAHADEVAN, J. (2013). Performing interplay through intercultural simulations: Insights on tacit culture in Taiwanese-German management team. International Journal of Cross-Cultural Management, 13 (3), pp. 243-263.

MAHADEVAN, J. (2013). Kollaborative Ansätze im interkulturellen Trainingsdreieck: Management emischer Bedeutungen am Beispiel Intercultural Engineering. Journal für interkulturelle Perspektiven, Mondial Jahresediton 2013, pp. 20-24. Mannheim.

MAHADEVAN, J. (2012). Translating nodes of power through reflexive ethnographic writing. Journal of Organizational Ethnography, 1 (1), pp. 119-131.

MAHADEVAN, J., & KLINKE, C. (2012). Failure and success stories in intercultural project management. Intercultural Engineering, Special Issue of Interculture Journal (18), pp. 59-73.

MAHADEVAN, J., & MAYER, C.-H. (2012). Guest editorial: Collaborative approaches to intercultural engineering. Intercultural Engineering, Special Issue of Interculture Journal (18), pp. 5-15.

MAHADEVAN, J. (2012). Utilizing identity-based resistance for diversity change: A narrative approach. Journal of Organizational Change Management, 25 (6), pp. 819-834.

MAHADEVAN, J., MÜLLER, F., & PAUER, V. (2012). Interkulturelle Trainings: Chance oder Risiko?. Personalwirtschaft (3), 57-59.

MAHADEVAN, J. (2012). Indien verstehen: Kontextorientierung statt Widerspruch. SIETAR Wirtschaftsdialoge (4 (Indien)).

MAHADEVAN, J. (2012). Are engineers religious? An interpretative approach to cross-cultural conflict and collective identities. International Journal of Cross-Cultural Management, 12 (1), pp. 133-149.

MAHADEVAN, J., WEISSERT, S., & MÜLLER, F. (2011). From given cross-cultural difference to a new interculture: A Sino-German example. Interculture Journal (14), pp. 55-76.

MAHADEVAN, J. (2011). Reflexive guidelines for writing organizational culture. Qualitative Research in Organizations and Management, 6 (2), pp. 150-170.

MAHADEVAN, J. (2011). Power/knowledge in postcolonial settings: The case of IT Bangalore. Interculture Journal (13), pp. 61-81.

MAHADEVAN, J. (2010). Interkulturelle Kompetenz: Chance für Bikulturelle. Personal (12), 26-28.

MAHADEVAN, J. (2010). Nicht jeder spricht mit jedem – Kompetenz für den Vertrieb von Investitionsgütern in Asien. Asia Bridge (10), pp. 32-33.

MAHADEVAN, J. (2009). Redefining organizational cultures: An interpretative anthropological approach to corporate narratives. Forum Qualitative Sozialforschung, 10 (1).

MAHADEVAN, J. (2007). Beyond National Culture - Deutsch-indische Ingenieursarbeit aus ethnologischer Sicht. Society for Intercultural Education, Training and Research (SIETAR) (1), 11-14.


Buch/Monographie/eBook

MAHADEVAN, J. (2017). A Very Short, Fairly Interesting and Reasonably Cheap Book about Cross-Cultural Management. SAGE Publications.


Beitrag in Buch

MAHADEVAN, J., & ILIE, I. (2018). Recontextualizing Diversity: The German Case. In Malik, A. (Eds.), Strategic Human Resource Management and Employment Relations: An International Perspective (pp. 223-234). Springer.

MAHADEVAN, J. (2017). Muslim minorities, workplace diversitiy and reflexive HRM: concepts, challenges and power implications in context. In Mahadevan, J. & Mayer, C.-H. (Eds.) (pp. 1-12). Routledge, Taylor and Francis Group.

MAHADEVAN, J., & ILIE, I. (2017). Muslim minorities and Islam in HRM literature: identity labels and authoritative sensemaking. In Mahadevan, J. & Mayer, C.-H. (Eds.) (pp. 15-34). Routledge, Taylor and Francis Group.

MAHADEVAN, J., & MAYER, C.-H. (2017). Muslim minorities, workplace diversity and reflexive HRM: Towards a more inclusive HRM theory and practice. In Mahadevan, J. & Mayer, C.-H. (Eds.) (pp. 183-186). Routledge, Taylor and Francis Group.

MAHADEVAN, J. (2016). Beyond comparative cross-cultural dimensions on macro-level: understanding Indian diversity in context. In A. Malik and V. Pereira (Ed.), Indian Culture and Work Organisations in Transition (pp. 144-157). Routledge, Taylor and Francis Group.

MAHADEVAN, J. (2016). Leveraging the Benefits of Diversity and Biculturalism through Organizational De-sign. In Barmeyer, C. and Franklin, P. (Eds.), Intercultural Management - A Case-Based Approach to Achieving Complementarity and Synergy (pp. 256-271). Palgrave Macmillan.

MAHADEVAN, J. (2015). Performing religious diversity: Atheist, Christian, Muslim and Hindu interactions in two German research and development companies. In Gröschl, S. and Bendl. R., Managing Religious Diversity in the Workplace (Eds.) (pp. 323-341). Gower Applied Business Research (Ashgate).

MAHADEVAN, J. (2014). India: An interpretative approach to a hybrid culture. In Gehrke, Bettina; Claes, Marie-Therese (Eds.), Global Leadership Practices - A Cross-Cultural Management Perspective (pp. 188-202). Palgrave Macmillan.

MAHADEVAN, J. (2013). The Mandala Model of Power and Leadership: A Southeast Asian Perspective. In Prastacos, Gregory P; Wang, Fuming; Soderquist, Klas Eric (Eds.), Leadership through the Classics - Learning Management and Leadership from Ancient East and West Philosophy Prastacos (pp. 363-374). Springer.

MAHADEVAN, J. (2013). Interkulturalität und Dominanz: Ein kritisches Plädoyer für hierarchiefreie interkulturelle Lernsettings. In Gabriele Berkenbusch, Katharina von Helmolt, Wenjian Jia (Eds.), Interkulturelle Lernsettings: Konzepte – Formate – Verfahren (pp. 27-42). Ibidem-Verlag.

MAHADEVAN, J., & KILIAN-YASIN, K. (2013). Interkulturelles Lernen im berufsbezogenen Kontext: Ein beispielhaftes Modell zur kombinierten und integrierten Kompetenzentwicklung. In Gabriele Berkenbusch, Katharina von Helmolt, Wenjian Jia (Eds.), Interkulturelle Lernsettings: Konzepte – Formate – Verfahren (pp. 151-174). Ibidem-Verlag.

MAHADEVAN, J. (2011). Engineering culture(s) across sites - implications for cross-cultural management of emic meanings. In Primecz, Henriette, Romani, Laurence, Sackmann, Sonja (Eds.), Cross-Cultural Management in Practice: Culture and Negotiated Meanings (pp. 156-174). E. Elgar.

MAHADEVAN, J. (2009). Standortübergreifende Ingenieursarbeit als interkulturelles Projekt - vom interkulturellen Training zum Cross-Site Consulting. In Koch, Eckard / Speiser, Sabine (Eds.), Interkulturelle Projekte - Angewandte Interkulturalität (pp. 107-120). Rainer Hampp Verlag.

MAHADEVAN, J. (2008). Globale Ingenieurskultur – Mythos oder Realität?. In Rösch, Olga (Eds.), Technik und Kultur, Wildauer Schriftenreihe Interkulturelle Kommunikation (pp. 84-102). Verlag News & Media.

MAHADEVAN, J. (2008). Kultur als kollektive Identitäten in der Praxis: Implikationen für das Management kultureller Komplexität in Organisationen. In Koch, Eckard / Speiser, Sabine (Eds.), Interkulturelles Management – Neue Ansätze – Erfahrungen – Erkenntnisse (pp. 169-194). Rainer Hampp Verlag.


Beitrag in Tagungsband

MAHADEVAN, J. (2015). Migration und Diversität in Organisationen: Der Beitrag des interpretativ-kritischen Blicks. In Klückmann, M. and Sparacio, F. (Eds.), Spektrum Migration - Perspektiven auf einen alltagskulturellen Forschungsgegenstand (pp. 85-108).

MAHADEVAN, J. (2013). Die Bedeutung von religiösen Praktiken in multikulturellen Wissenschaftsteams. In Siegfried Stumpf, Ulrike Meyer, Elke Schuch (Eds.), Technik und Kultur - anwendungsorientierte Beiträge zu einem Spannungsfeld (pp. 39-50). Pabst Science Publishers.

MAHADEVAN, J., & MÜLLER, F. (2013). Reproducing dominant categories of cultural difference through linguistic discourse: Implications for critical management education and learning. In The University of Manchester Library (Ed.), Proceedings of the 8th International Conference in Critical Management Studies, July 10-12, 2013 (pp. 22 pages).

MAHADEVAN, J. (2011). Teaching Indian culture as organizational subalterns’ means of resistance., Proceedings of the 7th International Critical Management Studies (CMS) Conference, Stream 10: Critical views across cultures, July 2011 (pp. 19 pages). ISBN 978887146778-8.

MAHADEVAN, J. (2011). Mandala conceptions of power and leadership: the Southeast Asian perspective., International Conference: Leadership and Management in a Changing World: Lessons from Ancient East and West Philosophy, June 2011 (pp. 15 pages). ISBN 978-960-9443-10-4.

MAHADEVAN, J. (2010). Interkulturalität heute - wo liegen die Grenzen des kulturell Fremden in einer globalisierten Welt?. In Baudson, T.G., Seemüller, A., Dresler, M. (Eds.), Grenzen unseres Geistes (pp. 101-112).


Herausgeber (Buch, Tagungsband)

MAHADEVAN, J., & MAYER, C.-H. (2017). Muslim Minorities, Workplace Diversity and Reflexive HRM. Routledge, Taylor and Francis Group.

PRIMECZ, H., MAHADEVAN, J., & ROMANI, L. (2016). Special Issue on: Power in Critical Cross-cultural Management Studies. International Journal of Cross-Cultural Management 16(2).

MAHADEVAN, J. (2015). Special Issue on: Nomadic identities and workplace diversity. Equality, Diversity and Inclusion - an International Journal 34(4).

MAHADEVAN, J., & MAYER, C.-H. (2012). Intercultural Engineering. Interculture Journal 18.