Management kulturne raznolikosti kot dejavnik konkurenčne prednosti podjetij

Lovrec, Tija Eva

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Title:	Management kulturne raznolikosti kot dejavnik konkurenčne prednosti podjetij
Authors:	ID Lovrec, Tija Eva (Author) ID Potočan, Vojko (Mentor) More about this mentor... ID Zorjan, Tomaž (Comentor)
Files:	MAG_Lovrec_Tija_Eva_2026.pdf (1,69 MB) MD5: D36AF31C299AB3E4F2FC91EFCA95619A
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Magistrska naloga obravnava vlogo kulturne raznolikosti v organizacijskem okolju ter njen vpliv na delovno uspešnost zaposlenih, sodelovanje med zaposlenimi in organizacijsko kulturo. V sodobnih organizacijah, kjer se delovna sila vse bolj raznoliko sestavlja, postaja vprašanje učinkovitega managementa raznolikosti ključen dejavnik organizacijske uspešnosti. Rezultati raziskave potrjujejo, da kulturna raznolikost v organizacijskem kontekstu ni nevtralen dejavnik, temveč pomemben organizacijski vir, katerega učinki so izrazito pogojeni z načinom managementa. Najpomembnejši prispevek raziskave je empirična potrditev, da management kulturne raznolikosti statistično značilno in vsebinsko pomembno vpliva na zaznano delovno uspešnost zaposlenih. To pomeni, da organizacije z bolj razvitimi praksami upravljanja raznolikosti ustvarjajo pogoje, v katerih zaposleni svojo učinkovitost ocenjujejo višje, kar neposredno kaže na operativno vrednost vključujočega organizacijskega okolja. Dodatno je raziskava pokazala, da ima pozitivna percepcija kulturne raznolikosti pomembno vlogo pri oblikovanju medosebnih odnosov v organizaciji. Zaposleni, ki raznolikost doživljajo kot prednost, izkazujejo bistveno višjo raven sodelovanja, kar potrjuje, da raznolikost ne deluje avtomatično pozitivno, temveč njeni učinki nastajajo preko interpretacije in vsakodnevnih interakcij zaposlenih. Pomemben rezultat se kaže tudi v povezavi med zaznavanjem kulturne raznolikosti in organizacijsko kulturo, kjer je bila ugotovljena statistično značilna pozitivna povezanost. Ta ugotovitev potrjuje, da sta raznolikost in organizacijska kultura medsebojno prepleteni dimenziji organizacijskega okolja, pri čemer ena krepi ali zavira drugo. Organizacije z bolj pozitivno kulturo evidentno lažje integrirajo raznolikost in iz nje ustvarjajo dodano vrednost. Posebej pomemben prispevek naloge predstavlja mediacijski model, ki je pokazal, da komunikacija pomembno posreduje vpliv kulturne raznolikosti na delovno uspešnost. S tem je raziskava empirično potrdila, da raznolikost ne deluje neposredno, temveč preko komunikacijskih procesov, ki predstavljajo ključen mehanizem prenosa njenih učinkov v organizacijske rezultate. Celovito gledano rezultati potrjujejo, da kulturna raznolikost sama po sebi ne zagotavlja organizacijskih koristi, temveč jih ustvarja šele ustrezno zasnovan management raznolikosti. Ta ugotovitev je osrednji teoretični in praktični prispevek raziskave, saj premika razumevanje raznolikosti iz statične demografske značilnosti v dinamičen organizacijski proces.
Keywords:	kulturna raznolikost, management raznolikosti, organizacijska kultura, delovna uspešnost, sodelovanje zaposlenih, medkulturni odnosi, organizacijsko vedenje.
Place of publishing:	Maribor
Publisher:	T. E. Lovrec]
Year of publishing:	2026
PID:	20.500.12556/DKUM-98087
UDC:	005.95/.96:316.72
COBISS.SI-ID:	287481091
Publication date in DKUM:	11.08.2026
Views:	292
Downloads:	18
Metadata:
Categories:	EPF
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Licences

License:	CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

Link:	http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:	The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:	14.05.2026

Secondary language

Language:	English
Title:	Cultural diversity management as a factor of competitive advantage for companies
Abstract:	This master’s thesis examines the role of cultural diversity in the organizational environment and its impact on employees’ perceived job performance, employee cooperation, and organizational culture. In contemporary organizations, where workforce diversity is continuously increasing, effective diversity management has become a key factor influencing organizational effectiveness and workplace dynamics. The results of the study confirm that cultural diversity in the organizational context is not a neutral factor, but rather an important organizational resource whose effects are strongly conditioned by the manner of its management. The most significant contribution of the research is the empirical confirmation that cultural diversity management has a statistically significant and substantively important impact on perceived employee performance. This implies that organizations with more developed diversity management practices create conditions in which employees rate their performance higher, which directly indicates the operational value of an inclusive organizational environment. In addition, the study demonstrated that a positive perception of cultural diversity plays an important role in shaping interpersonal relationships within the organization. Employees who perceive diversity as an advantage exhibit a significantly higher level of collaboration, confirming that diversity does not operate as an automatically positive factor, but rather its effects emerge through interpretation and everyday employee interactions. An important finding is also the relationship between the perception of cultural diversity and organizational culture, where a statistically significant positive correlation was identified. This confirms that diversity and organizational culture are interrelated dimensions of the organizational environment, where each either reinforces or constrains the other. Organizations with a more positive culture evidently integrate diversity more easily and generate added value from it. A particularly important contribution of the thesis is the mediation model, which demonstrated that communication significantly mediates the effect of cultural diversity on employee performance. This empirically confirms that diversity does not act directly, but rather through communication processes, which represent a key mechanism for transmitting its effects into organizational outcomes. Overall, the results confirm that cultural diversity in itself does not ensure organizational benefits; rather, these are created only through appropriately designed diversity management. This finding represents the central theoretical and practical contribution of the study, as it shifts the understanding of diversity from a static demographic characteristic to a dynamic organizational process.
Keywords:	cultural diversity, diversity management, organizational culture, job performance, employee cooperation, multicultural workforce, organizational behavior, inclusion.

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