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Globalization and deteriorating of borders for cross-countries moving of labor create natural diversification problems in any organization, but this problem is particularly severe in MNCs, since they must employ people from different countries. It turns out that people from different cultures cannot usually work together, even if each of them is well-motivated to achieve common team goals. Gilbett, et al. (1999) is one of the best academic articles outlining the ground of the modern view of diversity management. In mentioned work authors propose "a conceptual model to examine antecedents and consequences of effective diversity management" (Gilbett, et al., 1999, p. 61), so as identify key areas for further research. One of the main ideas derived from this paper is that diversity management is the necessary condition for organization's survival in global world. Therefore, managers must find the effective ways for managing diversified workforce.

One of the key insights that can be derived from recent academic literature concerning diversity is that diversity per se will not generate positive results for a company, unless the latter implements carefully articulated policies and rules aimed at getting maximum benefit from employees' different origins, cultures and religions. For example, recent article of McMillan-Capehart (2005) provides convincing argumentation to the statement that only by "implementing individualistic socialization tactics within a collective culture" managers can get the most of diversification while mitigating its negative effects. However, in cited paper the argument was not supported by any empirical statistical evidence, leaving this to further research.

Herdman and McMillan-Capehart (2010) in their most recent work on diversity issues provide statistical evidence to generally accepted statement that implementing of diversity management programs does have a positive impact on company's diversity culture. But this paper contains also some unexpected results, yielding from careful analysis of available statistical data. One of these insights with possible significant influence on further business development is that "contextual factors, including managerial values and levels of minority representation in management, is necessary to enhance the efficacy of these programs" (Herdman and McMillan-Capehart, 2010, p. 39). The key managerial implication of mentioned paper is that without the full contextual support of diversity at all levels of the organization the individual diversity initiatives will have minor impacts, although these initiatives are still valuable.

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