A Conversation About Multiculturalism & Diversity in a Global Context
Louella Moore is the Mosso Professor of Accounting at Washburn University. She is a CPA, a member of the Institute of Management Accounting’s Diversity, Equity and Inclusion Committee and an associate editor for Accounting Education.
Professor Norma Juma is an endowed chair and the Brenneman Professor of Business Strategy at Washburn University. She serves on the editorial board of the Journal of African Business (JAB). She is also the vice president of finance for the Academy of African Business and Development (AABD).
Louella Moore: Norma, I enjoyed your article in the January issue of TK Business Magazine in which you wrote about the 70th anniversary of the Supreme Court’s 1954 ruling in Brown v. Board of Education. I wanted to talk with you to explore a few themes in more depth. After summarizing the importance of Brown v. Board of Education, you mentioned that the Academy of African Business and Development (AABD) held its annual meeting here in Topeka in May. Tell me more about the AABD conference.
Norma Juma: The AABD was established nearly 25 years ago and this year marks its 24th annual conference. I serve as the current vice president of finance for the organization. One of our foundational goals is to gather scholars from various disciplines to engage in discussions that inform and influence policy regarding Africa and beyond. This year’s conference will feature representatives from over 12 countries and with more than 80 individuals in attendance. Attendees included a range of professionals, from Mandela Washington Fellows and Fulbright Fellows to business researchers and medical professionals. This level of interdisciplinary collaboration is needed to address global challenges.
Louella Moore: My doctoral dissertation, which I wrote in the mid-1980s, was on the disparities in drop-out rates among demographic groups in accounting education. Unfortunately, identifying a problem is easier than finding a solution. Participating in the annual Michael Tilford Conference reignited my interest in exploring the historical and cultural dimensions of sociocultural challenges. For the AABD conference paper, my colleagues and I looked at evidence of lingering bias related to African-themed accounting research despite the safeguards of double-blind reviews. As someone with international experience, I’m curious about your perspective on how different countries handle multiculturalism and diversity. Are some countries more successful than others in addressing social divisions?
Norma Juma: Multiculturalism and diversity are universal concepts that emphasize the acknowledgment and celebration of diverse cultural, racial and ethnic identities within a predominant political culture. From my observations, societies that shy away from engaging in conversations about these topics tend to face greater difficulties, whereas those that embrace such dialogues often see significant benefits. In Africa, issues often revolve around tribalism rather than racism. For instance, Kenya recognizes 44 tribes, including the Asian community as the newest addition. While some might dismiss tribal distinctions as inconsequential, they are deeply rooted in rich oral histories and unique cultural narratives. However, when tribalism intersects with politics, it becomes a critical issue, as it does in many African countries. Regarding social justice strategies, W.E.B. Du Bois and Booker T. Washington offered different approaches, which can coexist within an individual’s life philosophy at different times. For example, Nelson Mandela evolved from actively resisting to embracing reconciliation. This was a philosophical shift from Du Bois’ approach toward a closer alignment with the positions of Washington and Mahatma Gandhi.
Louella Moore: Historically, societies have struggled to balance the benefits of world trade and technological advancements against their disruptive side effects. For instance, Topeka’s population has remained stable since the 1970s, but its infrastructure and neighborhoods are still influenced by the diverse groups that migrated here for work in the late 19th and early 20th centuries. Economic and intergroup rivalries from that era mirror today’s tensions with globalization, which now affects not just outsourcing of manufacturing jobs but knowledge-based work as well. As educators, we’re tasked with discussing these complex issues without taking political stances. How do you manage to address diversity and globalization topics in your classroom effectively while remaining neutral?
Norma Juma: In my classes, I emphasize that most ideas and historical events can be understood from multiple viewpoints. It’s essential for students to recognize and explore these different perspectives without hastily dismissing them, as doing so might indicate intellectual complacency. To facilitate challenging discussions on diversity and globalization, I focus on presenting data and evidence, and I make a point to honor the personal experiences that students bring to the conversation.
Louella Moore: I agree. Management controls affect real people and thus require decisions informed by both data and human ideals. Moreover, students need role models that reflect societal diversity. Despite women outnumbering men in United States collegiate accounting programs since the 1990s, textbook representations of thought leadership have historically skewed towards white western males, a trend that is beginning to change as evidenced by the diverse Thinkers50.com ranking of management thinkers for 2023.
There has long been an erroneous myth that African Americans are “just not that interested in business.” Du Bois utilized data visualization for sociological research as early as 1900 and emphasized African Americans’ long-standing contributions in business. Du Bois’ colleague, Joseph A. Pierce, also documented African American interest in business and accounting, especially cooperative business models. The cooperative form came before modern concepts like beneficial corporations (B corps) and the triple bottom line which balances social, environmental and financial concerns.
Norma Juma: The cooperative model endorsed by Du Bois and Pierce resonates deeply with African philosophies like Ubuntu and Harambee, which emphasize community solidarity. “Ubuntu” is a Zulu concept that highlights the deep connection between individuals and their societal and physical environments, encapsulated in the phrase “I am because we are.” Similarly, the term “Harambee” represents a Kenyan tradition of community self-help, meaning “all pull together.” This is akin to the principles of social capital and network theory in strategic management, emphasizing the importance of both strong and weak ties. These concepts, highlighting the importance of collective effort and community bonds, align with the idea of a “time multiplier,” where strategic collaborations can significantly amplify outcomes. I endeavor to impart these insights to my students, underscoring that a well-coordinated team can significantly increase productivity.
Similarly, B corps embody the triple bottom line of people, planet and profit, echoing Du Bois and Pierce’s forward-thinking approaches and underlining the potential for businesses to address societal challenges effectively. It’s clear that Du Bois and Pierce were visionaries, far ahead of their era.
