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The rapid expansive growth of the Somali business community in many parts of the world has ignited varied debates on its significance and consequences. The Kenyan Somali Community are inhabitants of the northeastern region of Eastern Africa, traversing five counties, bordering the Somali and Ethiopian Republics, and include Somali immigrants from the diaspora. Interestingly, they also inhabit most cities and urban places in all parts of the country, running diverse businesses. The Kenyan Somali business community in the suburb of Eastleigh, Nairobi City County, are well-established despite numerous challenges and the impression of clandestine economic activities. However, close scrutiny of the Somali community yields a slightly different explanation – it is anchored on clan, trust, hawala (Somali money transfer system), pooled resources and social capital, derived from social networks such as family and friends, with commercial dealings rooted in trust, and shared responsibilities. In addition, the ability to access pooled financial resources at a reasonable cost, the presence of a trusted, flexible and motivated labour force coupled with a network with insider information, form key aspects of their practice. This chapter attempts to unearth positive elements of the Kenyan Somali business enterprise orientation, which, if incorporated into African business practice, presents a unique proposition for the continent's progress and prosperity.

This chapter describes public space exploration services’ business goals, purpose, and strategy. It reinforces space exploration organizations’ fundamental bureaucratic administrative culture (Tier 1). The authors describe the influence that political appointees as leaders may play in shaping public sector cultures. Next, the public service culture (Tier 2) is deconstructed, and each of the five layers is described in detail. Additionally, the authors explain why focusing on the beliefs layer is the dominant layer and the essential starting point for analysis in space exploration cultures. Next, the chapter outlines the landscape of external influencing cultures (Tier 3) in the space exploration landscape. Finally, the potential value and challenges of developing internal KLC cultures are explored.

This chapter focuses on corporate cultures as critical focus points for the knowledge economy. The authors explain how culture is a crucial intangible asset in the hyperdynamic knowledge economy. The de facto business cultures in every organization – visible or invisible – are also discussed. The authors describe the four common types of business cultures – bureaucracy, market, clan, and fief. Finally, the importance of aligning culture and strategy is explained. In the event of culture, this chapter explains why culture will always prevail in any strategy-culture conflict. The chapter is supported by practical use cases.

This chapter describes the business goals, purpose, and strategy of public diplomatic services. It reinforces diplomatic organizations’ fundamental bureaucratic administrative culture (Tier 1). The bureaucratic culture of diplomacy is deconstructed, and each of the five layers is described in detail. The authors also explain why focusing on the artifacts and behavior layers are the dominant and essential starting points for analysis in diplomatic cultures. The public service culture (Tier 2) overlays and mediates the bureaucratic culture.

Additionally, the authors describe the influence that political appointees as leaders may play in shaping public service cultures. Next, the authors explain how diplomatic cultures reflect the core values of a state’s culture. Next, the chapter outlines the landscape of external influencing cultures (Tier 3) in diplomacy. Finally, the knowledge, learning, and collaboration (KLC) culture of diplomacy is considered, with opportunities for future growth.

This study employs Stein Rokkan's methodological approach to analyse state formation in the Greater Middle East. It develops a conceptual framework distinguishing colonial, populist and democratic pacts, suitable for analysis of state formation and nation-building through to the present period. The framework relies on historical institutionalism. The methodology, however, is Rokkan's. The initial conceptual analysis also specifies differences between European and the Middle Eastern state formation processes. It is followed by a brief and selective discussion of historical preconditions. Next, the method of plotting singular cases into conceptual-typological maps is applied to 20 cases in the Greater Middle East (including Afghanistan, Iran and Turkey). For reasons of space, the empirical analysis is limited to the colonial period (1870s to the end of World War 1). Three typologies are combined into one conceptual-typological map of this period. The vertical left-hand axis provides a composite typology that clarifies cultural-territorial preconditions. The horizontal axis specifies transformations of the region's agrarian class structures since the mid-19th century reforms. The right-hand vertical axis provides a four-layered typology of processes of external intervention. A final section presents selected comparative case reconstructions. To the authors' knowledge, this is the first time such a Rokkan-style conceptual-typological map has been constructed for a non-European region.

Chapter 4 addresses the importance of internal knowledge cultures. It provides a deeper dive into how internal knowledge cultures can contribute to a company’s performance. The authors explain how knowledge culture shapes practical knowledge processes and fosters intellectual capital. The authors also provide insights into a critical knowledge paradox and discuss the interplay of knowledge paradoxes and cultural collisions. The chapter is supported by practical use cases that illustrate the points in the chapter.

This chapter makes a case for extending institutional preservation strategies to the entire landscape of knowledge capital. First, the authors define the three primary types of capital – physical, financial, and knowledge. Knowledge capital is further broken down into three categories – human, structural, and relational. The individual types of knowledge capital are defined, along with their variant economic properties and behaviors. The challenges these variations present for preservation are discussed. The authors also highlight these assets’ significant opportunities for curating new knowledge. Each type of knowledge capital is described, along with the preservation challenges and the curation opportunities.