Today's world is shaped by an obsession with cultural difference that penetrates everyday life and matters of state in unprecedented ways. Culture and cultural difference are commonly used to explain everything that's in the news - from wars to economic development and consumer behavior. This fuels the belief that our world is shaped by clashing cultures, a view that is counterproductive when it assumes falsely that culture is a timeless container that traps nations and ethnic groups. Seeing Culture Everywhere challenges the misguided and dangerous global obsession with cultural difference and directly critiques the popular notion that world affairs are determined by essential civilizations with immutable and conflicting cultures. The book offers an alternative view of a world in which cultural mixing, not isolation, is the norm, but where several historical trends have come together at the beginning of the twenty-first century to produce the current wave of "culture think." Brimming with concrete examples that move from genocide in Rwanda to schools in Berlin, from the Chrysler boardroom to the war in Iraq, it contemplates how ethnic identity can be mobilized in the service of all kinds of goals - violent or nonviolent, laudable or despicable - and the unintended effects such mobilization invariably produces. The authors suggest ways to remain sensitive to the cultural impacts of policies and decisions without falling into the traps of determinism, essentialism, and misrepresentation. Seeing Culture Everywhere will be useful in the fields of anthropology, law, intercultural communication, and international relations, as well as for general readers interested in ethnicity and travel.

Essays analyzing the stunning global success of American popular culture from Buffalo Bill's Wild West Shows to the Internet as the new American frontier.

This book urges readers to develop a radical capacity to unthink and rethink interculturality, through multiple, pluri-perspectival and honest dialogues between the authors, and their students. This book does not give interculturality a normative scaffolding but envisages it differently by identifying some of its polyphonic textures. China’s rich engagement with interculturality serves to support the importance of being curious about other ways of thinking about the notion beyond the ‘West’ only. As such, the issues of culture, identity, language, translation, intercultural competence and silent transformations (amongst others) are re-evaluated in a different light. This is a highly informative and carefully presented book, providing scientific insights for readers with an interest in interculturality.

This book uses organisational theory to explore how power and leadership operate in development organisations in different contexts and at different levels. Culture as a tool for enacting change is of particular importance within organisational and leadership analysis but often limiting. Notions of exceptionalism within the development sector mean that lessons from other organisational contexts are often disregarded or deemed irrelevant. In examining the way that culture operates in organisational and leadership analysis and in development thinking and approaches, the book invites closer attention to modes of organising and leading. The book examines development exceptionalism and the leadership fetishism that it evokes as a panacea for addressing disorder and crisis. The term organisationalism is deployed to capture the endeavours to control and manage, produce and reproduce organisation, and the manifestations, responses and imprints of ‘seeing like an organisation’. The modes and manifestations of organisationalism are especially notable in times of crisis and disorder, accusations of wrongdoings, bad culture and bad leadership. This book makes an important contribution to debates on development exceptionalism and leadership and as such will be of interest to researchers in development studies and management studies and related disciplines across sociology, politics and global governance.

Why do different groups of people behave in different ways when dealing with the common challenges of human life? The answer often lies in their cultural attitudes, values, and consequent behaviours. The study of human culture has been deemed a key contribution to understanding human life for many centuries. Explanations and descriptions of cultural characteristics abound, but in the field of business, none have been more influential and warmly embraced than those developed by Geert Hofstede and the GLOBE group. These models of national culture, which characterise Japanese, Americans, French, and may other nationalities in terms of common characteristics such as collectivism, masculinity, and power distance, are most widely cited and applied in business research, teaching, and recommendations for practice. But this seminal work needs a careful reality check. The authors of this book point out a range of problems associated with the Hofstede and GLOBE national culture measures which bring into question their accuracy and usefulness in meeting the expectations of management culture researchers and students. This book explains in detail why the measures developed by Hofstede and GLOBE are of dubious validity and why they should be viewed with caution by those looking for answers to the complex questions of culture.

An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.

The concept of culture has long been criticized, with many scholars reformulating it or discarding it entirely. The field of intercultural communication and relations, however, still relies on culture to examine interculturality and this volume provides a comprehensive examination of the problems that the concept poses today.