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While considerable attention has been devoted to the personality traits of entrepreneurs, less attention has been given to their values, especially outside of a Western context. Values are instrumental in the decision to pursue entrepreneurship, and have implications for the entrepreneurʼs approach to creating and managing the venture. The role of values would seem especially relevant in the context of ethnic subcultures. Values traditionally associated with entrepreneurship, such as risk, individualism, competitiveness, wealth generation, and growth, may be more consistent with Western cultures, and may conflict with closely held values within various ethnic subcultures the world over. This article examines the values of entrepreneurs in two ethnic subcultures within South Africa. Findings are reported from interviews with cross-sectional samples of black and colored entrepreneurs. The results indicate entrepreneurs tend to embrace common values regardless of their individual ethnic heritage, but with different underlying patterns. In addition, the entrepreneurial path itself gives rise to certain shared values; and the overarching country culture has a strong influence on value orientations. Implications are drawn from the results, and suggestions made for ongoing research

Singapore has had a dramatic spike in coronavirus infections in early 2020, with thousands of new cases linked to clusters in migrant workers (MWs) dormitories. To control the spread, the Government attempted to isolate the dormitories, test workers and move symptomatic patients into quarantine facilities. But those measures have left thousands of them trapped in their dormitories, living in cramped conditions that make social distancing near impossible. This paper investigates how COVID-19 has impacted the lives of these workers in varied ways and highlights the migrant workers' belief if Singapore’s effort has been enough for them during the COVID-19 pandemic? The focus is mainly on the low-skilled workers from India and Bangladesh, who are prone to be affected in various ways by COVID-19. My collected data show that migrant workers are grateful to the Singapore state for the support extended during COVID-19. I used the concept of subcultures to explain the condition of the workers in the state of Singapore. Because they expect so little social protection from the state, they are genuinely grateful for its support during the pandemic.

Scale-ups have a crucial role in our society and economy, are known for their fast growth and high performance and undergo significant organizational change. Research on the organizational elements that ensure scale-ups sustaining high performance is limited. This empirical study aims to investigate the organizational culture in scale-ups using the Competing Values Framework, including the clan, adhocracy, the market, hierarchy cultures and its relation to performance.

Quantitative and qualitative data were collected in five scale-ups. Surveys provided data of 116 employees on organizational culture, assessed using the Organizational Culture Assessment Instrument (OCAI) and perceived performance. The aggregate outcomes and performance measures were analyzed using correlation analysis. Interviews were held with ten top managers and mirrored against the quantitative data.

The results show that top managers and employees have different perspectives on the culture scale-ups are supposed to have. Top managers perceive market culture as more and hierarchy culture as less present in their organizations than employees. The clan and adhocracy culture are positively correlated to performance and are preferred by employees. Market and hierarchy culture types are negatively correlated to performance and are least preferred by employees.

It enables scale-up leaders to specifically intervene when cultural elements are experienced by employees that will not drive performance and fit the high performance and fast-growing scale-up environment.

This study is the first that showed that organizational-wide surveys, combined with in-depth interviews, are suitable for top managers of scale-ups to diagnose the organizational culture and the effect on the organization's performance.

Cryptomarkets or darknet marketplaces host multiple ‘vendors’ selling a variety of illicit products. The most sold and sought products on such markets are illegal drugs. These markets use cryptocurrencies as a payment system and provide participants with anonymity through their location on the dark web, and in recent years they have seen continuous growth in revenue and exchange. Existing literature has provided various explanations for this growth, but in 2017 the European Monitoring Centre for Drugs and Drug Addiction and Europol concluded in their 2017 ‘Drugs and the Darknet’ report that current interpretations of trends are not sufficient. This chapter will provide an alternative explanation for this phenomenon by considering web-based drug selling and purchasing in terms of trends towards ‘Uberisation’ and ‘McDonaldisation’ and applying Bourdieu’s concept of cultural capital to the discussion of the dynamic cultures of consumption and different subcultures of the drug world.