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The purpose of this paper is to explore how practitioner culture is maintained despite legal, technical, and educational issues resulting from the deluge of social media. The authors examined the nexus of practitioner culture, social media usage, and regulatory forces like policies, authority figures, and social norms.

To explore practitioner culture, a cultural studies approach was used. Specifically, the circuit of culture model framed data analysis. The authors conducted qualitative interviews with 20 US public relations practitioners.

Social media emerged as integral for cultural maintenance at every point in the circuit of culture. Practitioners expressed shared meanings about the regulations of social media as the reinvention of communication amidst growing pains; blurred public-private boundaries; nuanced rules of netiquette; and new systems of measurement and education.

The authors propose a regulation-formality hypothesis and regulation-identification articulations that should be considered in public relations practice, research, and education.

Findings suggest best practices to help practitioners negotiate their personal identities and the identities of their organizations because of the unregulated nature of social media.

This study fills the need for more qualitative, in-depth research that describes the cultural implications of social media in public relations to better address misunderstandings or gaps between its perceived effectiveness and actual use.

The purpose this paper is to determine the impact that culture and social capital has on indigenous entrepreneurs' business networking.

A comparative case study analysis was undertaken on a three‐nation sample of indigenous entrepreneurs in Australia, Hawaii and New Zealand. The specific research questions investigated were: does culture influence indigenous entrepreneurs' networking, and does social capital influence indigenous entrepreneurs' networking? Participants were stand‐alone commercial operators.

Reduced social capital for indigenous Australians resulted in active social networking to be a necessity in the operation of their basic business functions, the role of the family was negligible to negative, they were dependent on racial acceptance, they experienced little diversity in their networking, their business relationships were often that of dependence with a distinct separation between social and business networking interactions. The Hawaiians displayed a solid cultural capital base with spontaneous drivers in the interaction of relationships, networks were culturally accepted, the family role was supportive, a dynamic networking interaction ensued, networking was diverse and well maintained, they took an avid interest in their networking relationship which for many was personal and their networking relationships were highly integrated between their social and business spheres. Maori displayed a solid cultural capital base. Networks were culturally accepted, the family role was supportive, a dynamic networking interaction ensued with strong economic motivators, networking was diverse and well maintained, they took an avid interest in their networking relationship which culturally supported and their networking relationships were highly integrated between their social and business spheres.

This research provides an increased understanding of the business environment for policy makers, NGOs, business support organisations and the indigenous entrepreneurs themselves. The relationship between culture and social networking which is stimulated or reduced by the presence of varying levels of social capital can and will assist the indigenous entrepreneurs in their business planning.

This paper provides the reader with a new perspective on how the existence of social capital impacts on networking for indigenous entrepreneurs.

This paper aims to examine what drives the adoption of different social sustainability supply chain practices. Research has shown that certain factors drive the adoption of environmental sustainability practices but few focus on social supply chain practices, delineate which practices are adopted or what drives their adoption.

The authors examine the facilitative role of sustainability culture to explain the adoption of social sustainability supply chain practices: basic practices, consisting of monitoring and management systems and advanced practices, which are new product and process development and strategic redefinition. The authors then explore the role played by a firm’s entrepreneurial orientation in shaping and reinforcing the adoption of social sustainability supply chain practices. A survey of 156 supply chain managers in multiple industries in Ireland was conducted to test the relationship between the variables.

The findings show that sustainability culture is positively related to all the practices, and entrepreneurial orientation impacts and moderates social sustainability culture in advanced social sustainability supply chain adoption.

As with any survey, this is a single point in time with a single respondent. Implications for managers include finding the right culture in the organisation to implement social sustainability supply chain management practices that go beyond monitoring to behavioural changes in the supply chain with implications beyond the dyad of buyer and supplier to lower tier suppliers and the community surrounding the supply chain.

The implications for managers include developing and fostering cultural attributes in the organisation to implement social sustainability supply chain management practices that go beyond monitoring suppliers to behavioural changes in the supply chain with implications beyond the dyad of buyer and supplier to lower tier suppliers and the community surrounding the supply chain.

This is the first time, to the authors’ knowledge, that cultural and entrepreneurial variables have been tested for social sustainability supply chain practices, giving them new insights into how and why social sustainability supply chain practices are adopted.

The purpose of this paper is to provide a theoretical picture of the concept of knowledge creation and then investigate the effects on it of such variables as social capital and organizational culture.

The population of this study includes faculty members of the University of Isfahan (Iran) in 2008 (476 cases). From among these cases, 142 cases were selected based on the Cochran formula. Survey was used as the research method and a questionnaire was used for data collection. Pearson correlation “r” and multi‐variable regression were employed, and in the next stage, through drawing the model of structural equations, the direct effects, indirect effects and total effects of independent variables on the dependent variable were investigated, based on path analysis model. SPSS and LISREL were employed for statistical analysis.

The results revealed that social capital and organizational culture had meaningful effect on knowledge creation. The analysis showed that the independent variables mentioned above could determine 36 percent of the effects of the dependent variable.

The findings are based, in the main, on an extensive, single university study; therefore it is necessary to be cautious about generalizing the result of this study to other universities in Iran.

The paper can contribute to organizations through providing a holistic picture of the role of knowledge creation in organizations (especially universities).

Our commitment to the goal of zero traffic fatalities and serious injuries requires consideration of innovative traffic safety thinking. There is growing recognition that this goal requires a change in our culture as it relates to traffic safety (traffic safety culture). And yet, there is no consensus about a definition for traffic safety culture, no explicit theory-based model to predict the effect of traffic safety culture, and no practical guidance for applying these models to develop effective culture-based strategies. This chapter seeks to address these omissions from both an academic and practitioner perspective.

This chapter proposes a standard definition of traffic safety culture based on a model that integrates relevant theories of willful and intentional behavior. Importantly, a set of 10 principles are identified that provide the context and foundation from which the definition and model are derived. An understanding of these principles provides the logic and purpose for developing strategies that can transform traffic safety culture:

• (1)

  Traffic crashes are a significant public health concern.

• (2)

  Most traffic crashes are caused by human behavior, not the roadway, vehicle, or environment (e.g., weather).

• (3)

  Human behavior is influenced by beliefs.

• (4)

  Beliefs develop based on experience (actual and vicarious) and socialization.

• (5)

  Socialization is the process whereby an individual develops beliefs which align with the culture of a group with which the individual identifies (social identity).

• (6)

  Individuals can form an identity with many different groups in their social environment, each with a different degree of bonding.

• (7)

  A stronger bond results in greater conformity and motivation to abide with the group culture.

• (8)

  The shared beliefs of a group that affect behaviors related to traffic safety are called traffic safety culture.

• (9)

  The traffic safety culture of a group emerges from actions taken by stakeholders across the social ecology.

• (10)

  Traffic safety culture strategies increase actions by stakeholders across the social ecology to improve traffic safety culture among various groups.

Traffic crashes are a significant public health concern.

Most traffic crashes are caused by human behavior, not the roadway, vehicle, or environment (e.g., weather).

Human behavior is influenced by beliefs.

Beliefs develop based on experience (actual and vicarious) and socialization.

Socialization is the process whereby an individual develops beliefs which align with the culture of a group with which the individual identifies (social identity).

Individuals can form an identity with many different groups in their social environment, each with a different degree of bonding.

A stronger bond results in greater conformity and motivation to abide with the group culture.

The shared beliefs of a group that affect behaviors related to traffic safety are called traffic safety culture.

The traffic safety culture of a group emerges from actions taken by stakeholders across the social ecology.

Traffic safety culture strategies increase actions by stakeholders across the social ecology to improve traffic safety culture among various groups.

For the academic, these principles can also serve as hypotheses that can be explored to expand our knowledge about traffic safety culture. For the practitioner, these principles represent the basic logic and impetus for transforming traffic safety culture. By effectively communicating these principles and their connecting logic, we can express the importance of traffic safety culture and the need for supporting resources with other stakeholders.

Although social influence plays an important role in organizational groups, past findings regarding culture's impact on social influence have been scarce and inconsistent. Past research has found that people from collectivist cultures are more susceptible to social influence, while other studies have found the opposite or no effect. One major weakness of prior research on social influence is the predominantly cognitive orientation that has underemphasized the role of affect in culture's impact on social influence. We address this weakness by outlining an affective model of social influence, thereby expanding our understanding of social influence in multicultural decision-making groups.

The goal of this paper is to examine the mediating role of organizational social capital between family firms' organizational culture, characterized by their group vs individual orientation and external vs internal orientation, and their performance.

A structural equation model is developed and tested in a sample of 176 US family firms recruited through Prolific Academic.

The authors show that group vs individual cultural orientation fosters bonding social capital, while external vs internal cultural orientation fosters bridging social capital. In turn, family firm performance is only enhanced by bridging social capital, not bonding social capital, which appears to have neutral to negative direct performance effects. Nevertheless, it is noteworthy that bonding social capital facilitates the establishment of bridging ties, leading to overall positive performance outcomes.

The understanding of how organizational culture influences family business heterogeneity and performance, along with the clarification of how bonding social capital fosters or hinders performance, provides novel insights for researchers and practitioners seeking to understand the complexities within the unique context of family businesses.

While the literature on migration highlights the reshaping of host and immigrant population in countries, there is a paucity of research in marketing investigating the evolving dynamics for acculturation. The purpose of this study is to further the understanding of the emerging phenomenon of acculturation and identity negotiation.

Three experiments examined situational ethnicity, self-construal and identity negotiation in home and host culture work and social settings. Study 1 and Study 2 were conducted in the United Kingdom (UK), where the host country is the majority population. Study 3 was conducted in the United Arab Emirates (UAE), where the host country is the minority population. Study 4 utilized qualitative interviews in both countries.

Results from all four studies show that ethnic consumers deploy “indifference” as an identity negotiation mechanism when the host society is the majority population (UK) and when the host society has the minority population (UAE).

The authors offer new insights into identity negotiation by ethnic consumers when the host society is the majority population as well as the minority population. “Indifference”, i.e. preferring to neither fit in nor stand out as an identity negotiation mechanism, is deployed in work and social settings of home and host societies. The authors also advance the existing literature on acculturation by examining whether independent and interdependent self-construal influence identity negotiation.