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This article investigates how a group of Danish business actors translated the American practice of diversity management into a novel managerial practice in Denmark. Their translation process unfolded at three levels: (a) individual preference, (b) strategic reframing, and (c) local grounding. The findings contribute to a better understanding of translation processes and have implications for future research and managerial practice.
Eva Boxenbaum (Fri,) studied this question.