Cultural integration of invasive species

India is known for its rich heritage of biodiversity. In biological diversity parlance, India is one of the 17 mega-diverse countries in the world. With only 2.4 % of the world’s area, India accounts for 7–8 % of the world’s recorded plant and animal species. India’s ten biogeographic zones possess an exemplary diversity of ecological habitats like alpine forests, grasslands, wetlands, coastal and marine ecosystems, and desert ecosystems. The large mosaic of distinct agro-ecosystems has contributed to diverse cropping pattern and systems across the country. Amongst the existing biota, 91,307 species of animals of which 2,557 Protista, 12,470 general invertebrates, 69,903 arthropods, 4,994 vertebrates, and 45,500 species of plants as well as 5,650 microbial species have been documented in its 10 bio-geographic regions. India has four out of thirty-four global biodiversity hotspots, which is an indicator of high degree of endemism (of species) in India. About 5,150 plant species and 1,837 animal species are endemic to India. India’s biodiversity includes wild relatives of agricultural crops and domesticated animals. India has 16 major types and 251 subtypes of forests. Indigenous medicine systems utilize nearly 6,500 native plants for both human and animal healthcare. India’s diverse preponderance of native tribal and ethnic groups has contributed significantly in the conservation and diversification of biodiversity. Its cultural and ethnic diversity includes over 550 tribal communities of 227 ethnic groups spread over 5,000 forested villages. India proudly upholds the tradition of nature conservation. In 252 B.C., the Emperor Asoka established protected areas (PAs) for mammals, birds, fish and forests through a proclamation. Jim Corbett National Park covering an area of 325 sq km came into being as the India’s first and world’s third National Park in 1936. India has currently 4.79 % of total geographic area under an elaborate network of PAs, which includes 99 National Parks, 513 wildlife sanctuaries, 43 conservation reserves, 4 community reserves and 3 biodiversity heritage sites. India has a National Wildlife Action Plan, which envisages 10 % of the geographical area of the country under PA coverage. In India, the accelerated loss of biodiversity components over the last few decades has been of great concern. Environmental changes, overexploitation and habitat loss are among the major causes of species loss that, according to certain estimates, is of the order of a species per day. The richness of India’s biological resources and related indigenous knowledge is an asset that needs to be cherished, conserved and judiciously utilized. One of the major challenges before the country lies in adopting a system which helps in utilizing this biodiversity for benefit of humankind without compromising on risking the loss. The intrinsic value of biological diversity and of the ecological, genetic, social, economic, scientific, educational, cultural, recreational and aesthetic values and its components are to be taken care properly for the better management of biological resources and biodiversity for the welfare of human beings for better, and healthier as well as peaceful living on earth. The conservation of biological diversity is a serious and common concern of human beings for better living. The general lack of information and knowledge regarding biological diversity and of the urgent need to develop scientific, technical and institutional capacities to provide the basic understanding is important to plan and implement appropriate measures. It should be recognized that the women in rural play a vital role in the conservation and sustainable use of biological diversity and affirming the need for the full participation of women at all levels of policy making and implementation for biological diversity conservation. Biodiversity is an important component for economic and social development and poverty eradication and overriding priorities of most of the developing countries in the world. The conservation and sustainable use of biological diversity is critical importance of meeting of food, fodder, fiber, health, water and other needs of growing world population for which purpose, access to and sharing of both genetic resources and technologies are essential. It should be determined to conserve and sustainable use of biological diversity for the benefit of present and future generations.

The article examined “managing diversity for organizational efficiency.” It sought to find out the extent to which diversity management influences organizational efficiency through the management of conflict, cultural diversity, and employees’ perception of marginalization as well as teamwork and employee work attitude. The survey design was employed. A sample of 178 respondents from nine multinational companies in south-south Nigeria was employed. Research data were analyzed using structural equation modeling, with diversity management and organizational efficiency serving as latent variables. The results show that the management of cultural diversity, employees’ perception of marginalization, and conflict significantly influences diversity management. Furthermore, diversity management and teamwork significantly influence organizational efficiency. The need for managers of diverse workforces to give priority to diversity management, to ensure its effective implementation, was suggested, among others.

Due to the increasing importance of cultural diversity in organizations with globalization, the management of cultural diversity and the effect of this management on organizational performance are the subject of the study. The survey method was used to collect the data, and the related survey was applied to the employees of the telecommunication companies in Iraq. As a result of the analysis, it has been determined that cultural diversity management increases organizational performance with a strong effect coefficient. It has been determined that all components of cultural diversity such as color blindness, justice, equal access, cultural integration and learning have a significant impact on organizational performance. In particular, it can be said that organizations with culturally different workforces have a managerial contribution to the scope of the research, considering cultural diversity while determining their strategies. In addition, it should be ensured that the improvement of organizational performance is better understood and that the factors affecting organizational performance are clearly known by the employees. As a result of an organization’s ability to effectively manage its culturally diverse workforce, it will be possible to satisfy a multicultural market and be preferred by multicultural customers. The fact that the research was carried out in a single sector can be expressed as a constraint.

The religious diversity in Catalonia is a challenge for the coexistence in the public space and for the education of future educators. This article emphasizes the challenge of religious diversity in the educational context, analyzing which attitudes have the educational agents of the future towards: a) the religious diversity, b) the interreligious and intercultural dialogue, and c) the role of education in the management of this diversity. In order to ask these questions has been conducted a survey study on the framework of the Project AGAUR-2014RELIG00019 named Attitudes towards religious and cultural diversity in education for intercultural dialogue and interfaith scale. The population of the study has been the students in Teacher Training in Primary and Early Childhood, Social Education, Social Work and Pedagogy degree of all catalan Public Universities. The conclusions highlight a) the favorable attitude towards cultural and religious diversity and interreligious dialogue and b) the relevance to the education given by the students, as an key role in the management of religious and cultural diversity.

PurposeThis paper aims to develop a cultural diversity management (CDM) framework to enhance the performance of architecture design firms (ADFs) in Egypt.Design/methodology/approachA research methodology consisting of literature review, case studies and survey questionnaire was designed to achieve the abovementioned aim. First, literature review was used to investigate the concepts of globalization, international construction, diversity, diversity management (DM) and organizational performance. Second, four case studies were presented and analyzed. The first two cases explored the role of CDM towards enhancing the performance of ADFs, while the last two cases showed initiatives carried out by NGOs to integrate architects of color into their communities through training programs that enhanced their skills and uplifted their societies. Third, a survey questionnaire was carried out with a representative sample of ADFs in Egypt to investigate their perception and application of DM towards enhancing organizational performance. Based on the results of the above, the research developed a framework to enhance the performance of ADFs through managing culturally diverse workforces.FindingsLiterature review showed that diversity is not limited to race and gender; however, it includes other types such as disability, socioeconomic status, thinking style, culture, personality, life experience, religious and spiritual beliefs. Despite the benefits that diversity brings to ADFs such as stimulating creativity and increasing productivity, poor management of diverse workforce leads to dysfunctional conflicts, frustration and confusion. Results of case studies showed that ADFs that adopt a CDM approach succeeded in enhancing their performance. In addition, training initiatives carried out by NGOs succeeded to integrate architects of color into their communities and uplifting their societies. Results of data analysis identified the barriers to integrating diverse workforce in ADFs. These barriers include “Poor communication and spirit of collaboration between diverse workforce”, “Resistance to change”, “Lack of maintaining wage equity and promotion between different workforces based on gender”, “Poor organization culture” and “Lack of Senior Management involvement”. This necessitated taking action towards developing a framework to overcome these barriers to manage diverse workforces towards enhancing the performance of ADFs in Egypt.Research limitations/implicationsBecause of the conceptual nature of the proposed framework, it has to be tested and validated to ensure its capability to overcome the barriers of managing culturally diverse workforces as an approach for enhancing the performance of ADFs in Egypt.Practical implicationsThis research presents a practical solution to enhance the performance of ADFs in Egypt through managing cultural workforce diversity.Originality/valueThe research identified and analyzed the barriers that obstruct the integration of diverse workforces in ADFs. The research tackled a topic that received scant attention in construction literature with particular emphasis on Egypt. In addition, this paper proposed a CDM framework to enhance the performance of ADFs in Egypt, which represents a synthesis that is novel and creative in thought and adds value to the body of knowledge.

The Rodhi, a traditional cultural practice in Nepal, has lost its native form in recent years. It was popular in the Gurung community in Ghandruk, however, it is being transformed into a modern form popular in restaurants. This decline in native Rodhi is attributed to factors such as globalization, modern entertainment tools, and the shift from agriculture and animal rearing to films and dance bars. The study used qualitative data collection methods and an ethnographic study to analyze the changes in Rodhi culture. Twenty-seven participants were selected for the study, and data was collected through interviews, observations, narratives, discussions, and case studies. The findings revealed that modern entertainment tools, such as films, dance bars, Hindi and English films, hybrid music, and contemporary songs, have diverted the audience and participants from Rodhi's originality to youths. Globalization has led to cultural assimilation, with Gurungs being enlisted in services in Singapore police, Brunei reserve troops, French, British, and Indian armies have less prioritized Rodhi. Globalization encourages immigration, contemporary communication, mass media, overseas employment, cultural assimilation, and shifting traditional occupations. Cultural assimilation due to globalization confined Rodhi to nightclubs, affecting the traditional language and Rodhi culture among the Gurung community of Ghandruk. Cultural assimilation and socio-cultural effects contribute to the declination of traditional knowledge, local culture, and cultural identities like Rodhi. This study has implications for the preservation and promotion of traditional culture, benefiting cultural practitioners, activists, academicians, future researchers, and policymakers.

The acceptance and management of cultural diversity have been promoted and touted as a positive tool in social and organizational engineering aimed at solving and preventing group dynamics problems in both business organizations and society as well. Positive attributes of cultural integration in business organizations have received fair and significant attention in the past two decades. What have not been sufficiently presented are the challenges and pitfalls inherent in the management of culturally diverse work groups. For the practicing manager, there is a need to know when and where mono- and multi-cultural arrangements may be preferred. This paper reviews relevant research findings that can be used for building effective paradigms in the management of cultural diversity in the workplace.

HIGHLIGHTS: Invasive alien species are increasingly recognised for their negative impact on economic, environmental, social and cultural assets and values throughout the world, including Aotearoa New Zealand. Here we briefly describe New Zealand’s biosecurity system, and place this in the context of the many challenges it faces in an ever-changing world. This paper then summarises and assesses information on the magnitude of the biosecurity challenge for New Zealand’s plant systems in terms of: (1) assets to be protected; (2) current impacts from invasive species found in New Zealand; (3) potential impacts from invasive species not yet found in New Zealand; (4) investment in defensive biosecurity activities; and (5) attempts to determine the return on investment for biosecurity operations and research. Our findings indicate that the economic impacts of established invasive species and potential impacts from non-established invasive species are in the billions of dollars, and that there are sizable benefit-cost ratios for investment in mitigating these impacts, including investment in research. This information can inform policy development and provide the basis for developing an economic or value framework for investment in biosecurity, and especially for plant border biosecurity.

Contributors. Preface P.J. Schei. 1. Introduction: the many aspects of the invasive alien species problem O.T. Sandlund, P.J. Schei, A. Viken. Part 1: Human dimensions. 2. The great reshuffling: how alien species help feed the global economy J.A. McNeely. 3. Species invasions and the displacement of biological and cultural diversity V. Shiva. 4. Nile perch in Lake Victoria: the balance between benefits and negative impacts of aliens R. Ogutu-Ohwayo. 5. An alliance of biodiversity, agriculture, health and business interests for improved alien species management in Hawaii A. Holt. Part 2: Ecology of introductions. 6. Invasive plant species and invasible ecosystems M. Rejmanek. 7. Lag times in population explosions of invasive species: causes and implications J.A. Crooks, M.E. Soule. 8. Modelling of the impact of biological invasions R. Hengeveld. 9. Biological invasions and global change H.A. Mooney, A. Hofgaard. 10.Introductions at the level of genes and populations K. Hindar. 11. Alien species and emerging infectious diseases: past lessons and future implications R.T. Bryan. 12. Effects of invading species on freshwater and estuarine ecosystems P.B. Moyle. Part 3: International pathways. 13. The scale and ecological consequences of biological invasions in the World's oceans J.T. Carlton. 14. The Red Sea-Mediterranean link: unwanted effects of canals C.F. Boudouresque. 15. Trade and exotic species introductions P. Jenkins. 16. Commercial forestry and agroforestryas sources of invasive alien trees and shrubs D.M. Richardson. 17. Consequences of spreading of pathogens and genes through an increasing trade in foods E. Skjerve, Y. Wasteson. Part 4: Management tools. 18. Legal authorities for controlling alien species: a survey of tools and their effectiveness M.J. Bean. 19. Strategies for preventing the world movement of invasive plants. A United States perspective R. Westbrooks, R.E. Eplee. 20. Managing insect invasions by watching other countries M.J. Samways. 21. Biological pest control and invasives G. Oduor. Part 5: Country case studies. 22. Invasive species in Mauritius: examining the past and charting the future W. Strahm. 23. Biodiversity conservation and the management of invasive animals in New Zealand M.N. Clout. 24. South Africa's experience regarding alien species: impacts and controls B.J. Huntley. 25. Managing alien species: the Australian experience R.P. Pech. Part 6: Where do we go from here? 26. International instruments, processes, organizations and non-indigenous species introductions: is a protocol to the convention on biological diversity necessary? L. Glowka, C. de Klemm. 27. A Global Strategy for dealing with alien invasive species H.A. Mooney. Index.

This study examined the effect of top management team diversity (captured by top management cultural diversity and top management gender diversity) on fast-moving consumer goods (FMCGs) performance. The study employed a survey design by administering a structured questionnaire to 520 FMCG employees of FMCGs. The research instrument (questionnaire) was administered to the targeted respondents in January 2023. The study employed a linear regression model with STATA version 14 software. The findings reveal that top management cultural diversity and top management gender diversity have positive and significant individual effects on FMCGs performance, with coefficients and probability values of β1 =0.342, P-value < 0.0s, and β2 =0.594, P-value < 0.05. The adjusted coefficient of determination (Adjusted R2) suggested that 46.1% variation in FMCGs performance is accounted for by top management team diversity elements (top management cultural diversity and top management gender diversity). Therefore, it can be concluded that top management team diversity (top management cultural diversity and top management gender diversity) significantly positively affect the performance of FMCGs. Therefore, the performance of FMCGs is determined by their level of diversity, particularly their top management's cultural diversity and top management's gender diversity. In line with the findings of this study, the following recommendations are made: FMCGs should encourage top management cultural diversity through the engagement of top managers from diverse cultural orientations, as this tends to enhance their performance. Additionally, FMCGs should encourage top management gender diversity through the engagement of top managers from diverse gender, as this tends to enhance their performance. Furthermore, the Manufacturers Association of Nigeria and government agencies should encourage diversity among FMCGs.

Abstract. Paleoecological records are replete with examples of biotic responses to past climate change and human impact, but how can we use these records in the conservation of current and future biodiversity? A recently published list of (One Hundred Questions of Importance to the Conservation of Global Biological Diversity) (Sutherland et al., 2009) highlights a number of key research questions that need a temporal perspective. Many of these questions are related to the determination of ecological processes in order to assess ecosystem function and services, climate change-integrated conservation strategies, and ecosystem management and restoration. However, it is noticeable that not a single contributor to this list was from the paleo-research community and that extremely few paleo-records are ever used in the development of terrestrial conservation management plans. This lack of dialogue between conservationists and the paleo-community is partially driven by a perception that the data provided by paleoecological records are purely descriptive and not of relevance to the day-to-day management and conservation of biological diversity. This paper illustrates, through a series of case-studies, how long-term ecological records (>50 years) can provide a test of predictions and assumptions of ecological processes that are directly relevant to management strategies necessary to retain biological diversity in a changing climate. This discussion paper includes information on diversity baselines, thresholds, resilience, and restoration of ecological processes.

It was only in 2004 that the European Union, originally composed of Western European countries, began to include the so-called Eastern European countries (Latvia, Lithuania, Slovakia, Slovenia, Estonia, the Czech Republic, Poland, and Hungary), which had transitioned from socialism to democracy. This was followed by Romania and Bulgaria joining in 2007 and Croatia in 2013. The very nature of the European continent, with its diverse peoples, languages, histories, and cultures, has undoubtedly necessitated policies that recognize, acknowledge, and seek to reduce differences as much as possible, with the ultimate goal of uniting them. In particular, the EU member states, which were originally composed of Western European countries, may have been in dire need of policies to bridge the gap with the countries that underwent communism after World War II, as many of them joined the EU in the 2000s. The policy direction of cultural integration with former communist countries aligns with the general trend of European integration. However, it is being promoted in various ways, taking into consideration the special history and situation of these countries. The goal is to provide opportunities for people to understand each other's history and culture, fostering interactions that contribute to overcoming cultural differences and forming strong bonds. In particular, the former communist countries have an economic gap with existing EU member states due to past political and economic changes. The EU is working to provide economic infrastructure and industrial support to these countries, strengthen cooperation, and promote cultural integration with Western European countries. Such directions and policies continue to be promoted for cultural integration between existing EU member states and former communist countries. Examples of these initiatives include the European Capital of Culture project and the Erasmus Program, which aim to foster cultural understanding and integration among future generations through education, ultimately working towards the goal of European integration. In any case, it is clear that the country of 'Croatia' and the city of 'Rijeka,' which gained independence from the former Yugoslavia in 1991 and were not initially recognized by not only European citizens but also the world, seized the opportunity of the European Capital of Culture 2020 project to establish closer communication and cooperation with Europe and the global community. We expect that they will continue progressing on the path of 'integration' while preserving 'cultural diversity' in the future.

PurposeTo make a literary review related to effective management of cultural diversity in organisations and to systematically bring up different views put forward regarding this issue.Design/methodology/approachFirst, the literature which covers the “diversity management” and “cultural diversity management” is reviewed in detail and then tried to explore the contributors’ different views about the effective cultural diversity management approach. In the paper these different perspectives about this matter are classified.FindingsThe answer to the question of how cultural diversity should be managed effectively cannot be given easily. There are various typologies about the organisational and managerial literature. In order to be able to effectively manage cultural diversity in organisations, it is beneficial to develop a “cultural diversity management model” peculiar to the organisation by considering the positive and negative sides of different perspectives located in this study.Research limitations/implicationsBecause the main aim is to make only a detailed literary review and bring up different views through a classification, there are no theoretical interpretations nor personal critiques about the writers’ different perspectives in the paper.Practical implicationsThe researchers of this topic would be able to make empiric and theoretical evaluations in the frame of perspectives explored in the paper.Originality/valueThis paper will provide a contribution to cultural diversity in organisations related to its management as an anthology and will be a systematic knowledge base for researchers.

Contemporary education systems need to address increasing Cultural diversity of students and the need to a change of perspective. From a problem to solve, cultural diversity can become an opportunity to improve learning. This article presents a synthesis of literature on the role of school principals in the management of cultural diversity. The academic literature  on this issue is very heterogeneous. We present the main theoretical and conceptual debates. The notion of social justice appears to represent  an innovative concept likely to destabilize unequal power relations between groups. The text discusses the professionalization of principals. This article highlights a tension between two visions of school leadership in the management of cultural diversity: a vision linked to critical pedagogy that develops multicultural education as a means to promote social justice and transformation of school structures. On the other side, an approach centered on management of education with a more focused approach towards measurable learning outcomes  and greater control of the cost of education.

This research examines harmony in diversity and local cultural relations in Indonesia with a focus on the history of the entry of Islam, the balance of community life between religion and local culture, and efforts to build Islamic harmony in cultural diversity. The research approach used is a qualitative method with digital source-based data collection techniques. The research data was obtained through Dimensions, Google Scholar, and Publish or Perish applications to search for relevant literature, while data analysis was carried out with the help of Sciscape and VorViewers to map concept interactions and related scientific networks. The results show that the entry of Islam into Indonesia took place through trade, da'wah, and cultural assimilation that allowed Islam to adapt to local wisdom without eliminating the essence of religious teachings. The balance between Islamic teachings and local culture is reflected in various aspects of community life, including traditions, arts, and social systems that accommodate Islamic values without ignoring local cultural identity. In addition, this research found that efforts to build Islamic harmony in the diversity of local cultures in Indonesia require an inclusive approach, intercultural dialogue, and the active role of religious leaders and traditional leaders in aligning religious understanding with cultural values that have long developed in society. Thus, this research contributes to understanding how Islam and local culture can interact harmoniously without causing identity conflicts. The implications of this research are expected to serve as a basis for policy-making in building an inclusive, tolerant and civilised society, as well as a reference for further studies related to the relationship between religion and culture in the Indonesian context.