However, scholars suggest that the potential benefits will not come into being simply because of greater workplace diversity. Thomas (1990) pointed out that corporate competence counts more than ever, and today’s nonhierarchical, flexible, collaborative management requires an increase in tolerance for individuality. The question is not, therefore, one of accepting that individuals are different but creating an atmosphere of inclusion and making a commitment to valuing diversity. Past research has suggested that managers should actively manage and value diversity. If designed and implemented properly, effective diversity management can support key organizational development initiatives (Agocs and Burr 1996; Liff and Wajcman 1996; Storey 1999). Managing diversity has its origin in the USA (Kandola and Fullerton 1994), but has now become a strategic business issue for organizations worldwide (Wilson and Iles 1999).