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This study explores the relationship between Kuwaiti traditional culture and job satisfaction among Kuwaiti women employees in the Kuwaiti public government sector. The analysis is focused on the responses of the female employees to their own jobs as indicated by their level of job satisfaction. This study differs from previous investigations of job satisfaction in two principal ways: in dealing with the public sector (rather than the more common private sector in studies of the Middle East), in incorporating the environment as well as traditional culture in the public sector work setting. The major findings of this research indicate that a much broader approach towards increasing satisfaction than focusing on the job itself is required. The study shows that traditional culture is of substantial importance in predicting and affecting job satisfaction.

Existing literature on organizational culture focuses on the strategic fit between a firm's culture values and its technology and task environment. This study, however, emphasizes the diffusion perspective of organizational culture, that organizations often imitate cultures of successful firms to reduce uncertainty, resulting in a homogeneous set of organizational culture values that are considered universally beneficial to organizational functioning. Culture values falling into this category include modern values that emphasize innovation, risk-taking, and change, as opposed to more traditional values that focus on stability and consistency. Using 1958 employees from 50 firms in Taiwan and Mainland China, we developed an organizational culture measure consisting of both modern and traditional organizational culture values. We showed that modern organizational culture values were considered beneficial even by employees with traditional personal values.

Indigenous entrepreneurship and hybrid venture creation represents a significant opportunity for Indigenous peoples to build vibrant Indigenous-led economies that support sustainable economic development and well-being. It is a means by which they can assert their rights to design, develop and maintain Indigenous-centric political, economic and social systems and institutions. In order to develop an integrated and comprehensive understanding of the intersection between Indigenous entrepreneurship and hybrid ventures, this chapter adopts a case study approach to examining Indigenous entrepreneurship and the underlying global trends that have influenced the design, structure and mission of Indigenous hybrid ventures. The cases present how Indigenous entrepreneurial ventures are, first and foremost, hybrid ventures that are responsive to community needs, values, cultures and traditions. They demonstrate that Indigenous entrepreneurship and hybrid ventures are more successful when the rights of Indigenous peoples are addressed and when these initiatives are led by or engage Indigenous communities. The chapter concludes with a conceptual model that can be applied to generate insights into the complex interrelationships and interdependencies that influence the formation of Indigenous hybrid ventures and value creation strategies according to three dimensions: (i) the overarching dimension of indigeneity and Indigenous rights; (ii) indigenous community orientations and (iii) indigenous hybrid venture creation considerations.

This study aims to elucidate the process and internal mechanism of place identity construction in traditional villages under the impact of tourism by taking Cuandixia village as a case. The research methods comprise participatory observation and in-depth interviews with the residents. The main results are as follows: the impact of tourism on traditional villages is mainly reflected in space reconstruction, livelihood change, social relations restructuring and culture change; under the impact of tourism, the representation of residents’ identity construction shows complexity, with positive and negative effects; and the place identity construction of residents affects their perception of and attitudes toward tourism. Moreover, self-esteem and self-efficacy principles play a key role in their perception of tourism. This study provides some reference for further investigation of the tourism development model and the mental mechanism of residents in traditional villages.

All Australian Aborigines have experienced the impact of Western culture to some extent which has resulted in the traditional cultures being irrevocably decimated. The reaction to the disintegration of traditional culture has been marked by a variety of outcomes. While some Aborigines have either accepted or reached a level of accommodation to the new order, others have responded in maladaptive ways. For some Aborigines, the disintegration of traditional culture and society has generated conflict, confusion and the disintegration of personality, which is conducive to the evolution of a dysfunctional group. It is the circumstances of and policy responses to dysfunctional Aboriginal groups, therefore, that is the concern of this article.

As the global presence of Chinese firms grows, increasing numbers of Chinese managers are working abroad as expatriates. However, little attention has been paid to such Chinese expatriate managers and their leadership challenges in an inter-cultural context, especially across a large cultural distance. To fill the gap in the literature concerning the leadership challenges for expatriate managers in an inter-cultural context, the purpose of this paper is to elucidate the leadership styles of Chinese expatriate managers from the perspectives of three traditional Chinese philosophies (i.e. Confucianism, Taoism, and Legalism) in the inter-cultural context of the Netherlands.

The data for this qualitative study were collected via semi-structured, open-ended, narrative interviews with 30 Chinese expatriate managers in the Netherlands.

The results clearly show that the leadership style of Chinese expatriate managers is deeply rooted in the three traditional Chinese philosophies of Confucianism, Taoism, and Legalism, even in an inter-cultural context. Specifically, the study reveals two salient aspects of how Chinese expatriate managers frame and interact with a foreign cultural context from the perspectives of traditional Chinese philosophies. First, the Chinese expatriate managers reported an initial cultural shock related to frictions between the foreign cultural context and Confucianism or Taoism, but less so in the case of Legalism. Second, the Chinese expatriate managers also reported that their interactions with the Dutch culture are best described as a balance between partial conflict and partial complementarity (thus, a duality). In this sense, the leadership style of Chinese expatriate managers is influenced jointly by the three traditional Chinese philosophies and certain elements of the foreign cultural context. This is consistent with the Chinese perspective of yin-yang balancing.

This study is among the first to offer a more nuanced and highly contextualized understanding of leadership in the unique case of expatriate managers from an emerging market (e.g. China) in an advanced economy (e.g. the Netherlands). The authors call for more research to apply the unique perspective of yin-yang balancing in an inter-cultural context. The authors posit that this approach represents the most salient implication of this study. For practical implications, the authors argue that expatriate leaders should carefully manage the interplay between their deep-rooted home-country philosophies and their salient host-country culture. Reflecting on traditional philosophies in another culture can facilitate inter-cultural leadership training for Chinese expatriates.

To examine the extent to which cultural fragmentation among police officers results in differences in searches of suspects and their surroundings during proactive traffic stops.

Cluster and multivariate analyses are performed utilizing survey and observational data collected as part of the Project on Policing Neighborhoods (POPN).

Differences in search behavior among patrol officers are found as a result of variation in cultural alignments. That is, patrol officers that adhere to the culture (in varying degrees) from an attitudinal standpoint are more likely to engage in searches than those who most ardently resist cultural attitudes.

Although the classification scheme captured many of the core attitudes associated with police culture, it did not measure all of them. Also, the departments studied would compare to most American municipal police organizations, but would make poor comparisons to very large urban or small rural agencies, where culture might operate in different ways.

Police administrators can use this information if they wished to alter the rate at which search behavior occurs.

This study fills a research void in policing by examining whether attitudinal variation in cultural commitment results in different behavioral patterns. This work also adds to a larger body of social science research by finding an attitude‐behavior relationship.

This paper examines the transformations that have been taking place in culture and built form in Sri Lanka and their spatial geography mooted by the open economic policies introduced in the 1970 s and the subsequent developments. It analyses the major facets of the dominant Sinhalese culture having located them within the sacred and profane realms, nature and its social make up. Major characteristics of the traditional culture and built-form are identified and through a longitudinal study of six case studies around the southern region, the study elucidates the major transformations and the social and societal forces behind them. The paper proposes three models for understanding such cultural transformations; Conventional-Sri Lankan, Transitional-Sri Lankan, and Euro-Sri Lankan, the forms of which could also be used in other similar situations.

This article examines the interaction between Western leadership and authority practices and those of a non‐Western culture in their managerial and organizational contexts. Specifically, it examines the mechanism for organizational commitment through the use of a non‐Western authority relationship in a Western organization situated in a non‐Western culture. Data concerning the experience of an organizational change in a non‐Western cultural context fail to confirm some of the ideas advanced in the divergence and convergence thesis. An alternative framework for conceptualizing the process of interaction and outcome of organizational development in situations of cross‐cultural transfer and application of management practices is proposed.