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The analysis of cultural consumption centers on the influence of individual characteristics (mainly social class). However, this chapter proposes that this relationship is contextual. More specifically, this relationship varies according to the nature of local cultural scenes where people live. In order to show the contextual impact of cultural scenes, we analyze a representative survey among a Spanish population. Three main conclusions are drawn. First, two main dimensions explain the patterns of cultural consumption by the Spanish population: the classical distinction between popular and high culture, and the distinction between conventional and unconventional cultural practices. Second, other characteristics, beside social class, are important to explain the implication of population in different patterns of cultural consumption, for instance, age; young people are oriented toward more unconventional practices regardless of their social class. Third, local cultural scenes matter: the difference between cultural practices of different groups (for instance, young and old people) is reduced in municipalities oriented toward unconventionality, showing an “assimilation contextual effect.” This contextual effect also has some impact upon local cultural policies that we mention briefly.

The analysis of lifestyles and cultural consumption has focused mainly on determining the impact of individual attributes on the types of practices developed by individuals. However, the effect of the access or exposure to certain opportunities of cultural consumption is less frequently analyzed, or even whether this exposure has different effects according to different social groups. The analysis of this issue is one of the objectives of the “Cultural Scene” research program, which is being developed under the project “Cultural Dynamics of Cities.” In this chapter, we try to determine whether existing cultural scenes in different municipalities influence how Spanish residents develop their cultural practices, with data from a nationally representative survey.

This chapter introduces the Arts and Humanities Research Council (AHRC) Cultural Value Project and the ensuing legacy work. It suggests that this work has resulted in the re-positioning of the field of enquiry into cultural value by shifting attention away from policy constructs and towards lived experiences; away from measuring the outcomes of cultural participation and towards understanding the process of engagement. The challenge still remaining is to develop an empirically grounded pragmatist account of cultural value as a form of practice – a situated interface of agents, actions and structures taking place in an institutionalised and materially circumscribed environment. Reconceiving cultural value in these terms will have profound methodological implications, not least the challenge of finding methodologies appropriate to its analysis within the realm of historically and geographically variable relations and structures. It is, however, a challenge worth taking. The proposed shift, it is suggested, will provide a way of addressing some long-standing ‘problems’ arising in relation to cultural value: the separation of conditions and consciousness; the overemphasis on the cognitive at the cost of the bodily; the separation between ‘the best and the brightest’ and the ‘everyday’ conceptions of culture. The proposed approach may also drive the refinement of flat(ter)-ontology methodologies which neither succumb to methodological individualism nor overemphasise methodological structuralism.

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

This chapter explores the nature of the cultural context that frames value creation and provides insight to the way in which value is collaboratively created, or co-created, in markets.

We develop a conceptual framework and research propositions for studying the co-creation of value-in-cultural-context through the intersection of consumer culture theory (CCT) and service-dominant (S-D) logic and the integration of a practice-theoretic approach for value co-creation.

The integration of CCT, S-D logic, and practice theory provides a conceptual framework for studying the co-creation of value among multiple stakeholders and the (re)formation of markets.

Drawing on this framework, marketers can contribute to the co-creation of new markets by influencing changes in cultural contexts – practices, norms, meanings, and resources – that frame value co-creation and exchange.

This chapter explores the integration of CCT and S-D logic by focusing on value co-creation and applying a practice approach to further weave together these distinct research areas. In addition, the proposed framework elaborates the conceptualization of value-in-context to consider the cultural context that influences and is influenced by the co-creation of value.

Cosmopolitanism represents a complex, multilevel, multilayer phenomenon manifested in a variety of social spheres, including moral, political, social, and cultural. Yet, despite its prominence in other disciplines, cosmopolitanism has received relatively scant attention in international management research. Furthermore, the understanding of cosmopolitanism as an ever-present social condition in which individuals are embedded lags significantly behind.

In this chapter, we develop a conceptual framework for cosmopolitanism as an individual-level phenomenon situated at the intersection of the moral, political, and sociocultural perspectives. The framework explicates the interrelations between macrolevel dynamics and individual experiences in a globalized world. We conceptualize cosmopolitanism as an individual disposition manifested and enacted through identities, attitudes, and practices. We also highlight the diversity of individuals who can be considered cosmopolitans, including those who may not possess the classic cosmopolitan CV. Finally, the chapter explores the implications of cosmopolitanism for global organizations and global leadership.

Over decades, indigenous management practices and their values in Africa have changed from time to time. However, it continued to remain relevant in most business organisations in developing countries. Today in Africa and across the globe, there is a paradigm shift and stiff competition in human resource management practices as a basic element for effective and efficient business organisations’ performance. Effective human resource management practices and performance of organisations rely on the integration of indigenous management practices and sound strategies aligned to cultural values and cores business objectives. The study covers four regions of Africa as a continent. Empirical teachings of the study form a basis for active reforms and innovations, so as to revamp the use of indigenous knowledge, which was deliberately destroyed by colonial masters. Over the years, human resource management practice has evolved in favour of Western strategies and ideologies. Advocates for curriculum reforms in all African countries so as to incorporate indigenous knowledge content, since it is believed to be the future of Africa. An appropriate employees management practice in Africa is a necessary move in today’s business community as it enhances service delivery and performance. The application of indigenous management practices is believed to play a vital role and invokes effective decision-making practices in the business organisation. Therefore, the chapter traces the origin of indigenous wisdom and its fundamental structure in management practices. This chapter attempts to throw light on indigenous management practices and their values in business organisations in Africa.

Narrow, managerially centered notions of organizational culture remain hegemonic, marginalizing richer, anthropological approaches as well as efforts to understand how the beliefs and practices of organizations are fundamentally shaped by the wider societal dynamics within which they are embedded. In this paper, the authors draw upon recent efforts to explore the interface of scholarship on practice and the institutional logics perspective to highlight the utility of a practice-driven institutional approach to the study of organizational culture that brings society back in. Empirically, the authors present a longitudinal case study of a Chinese private enterprise, and analyze how the unfolding dynamics of a strong community logic increasingly affected by a rising market logic, shaped the formation of political coalitions internally and externally as organizational members aimed to maintain truces between the push and pull of logics over a period of 22 years. Through an analysis of seven episodes that we conceptualize as “cultural encounters,” the authors find that a combination of compartmentalization and overall integration of logics contributes to provisional truces, and that people in the same cohort who share common geographic socialization are more likely to form allies. Our aim is to encourage future scholars to study how societal beliefs and practices work their way into organizations in a variety of explicit as well as more mundane, hidden ways.

In this chapter, we discuss teaching physical education to Black male students in urban schools. We present a brief account of the history and status of physical education and specifically examine school physical education, particularly for Black male students in urban geographical contexts. We also offer strategies to counter the narrative of Black male school failure and present strategies for addressing the needs of urban teachers and Black male students.