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This chapter provides a context for The Emerald International Handbook of Activist Criminology. It offers an overview of the small, yet burgeoning literature dedicated to ‘criminology activism’, which includes engagement with public criminology and various brands of critical criminology, as well as zemiology or the study of social harm beyond narrow state-centric definitions of crime. Among other things, the chapter considers the role academics might play in addressing social and criminal injustice, and the new opportunities afforded to both academics and activists – including citizen journalists and media professionals – by digital technologies and social media when intervening in campaigns for justice and formal criminal legal processes. To answer the question, why now, the chapter argues we are currently in the midst of an unprecedented period of upheaval requiring action from activists and academics alike, including criminologists engaged in social scientific research operating beyond the delusions of objectivity and value-neutrality, that is, politically engaged research aiming to remedy not only the absence of meaningful state intervention in crime and harm but also expose the role of corporations and the state itself in prosecuting and perpetuating crime and harm.

Managing diversity requires an understanding of culture. The majority of businesses have realised that competitiveness no longer stems from formal organisational structures but rather from the mindsets, competencies, and functioning of individuals who create, develop, and support the organisation and who frequently come from different cultural backgrounds. Understanding the essence of a culture, its components, variations, and how all these things effect the business and the managerial process is very beneficial for international managers. Businesses in global value chains need cross-cultural management practices to obtain a competitive advantage. Global value chains make it possible to benefit from the comparative advantages of other nations, and without cross-cultural management, these multinational corporations would be unable to carry on with their business operations. Although there are many explanations on global value chains in the literature, there is no study on the effect of different cultures in value chain management and how different cultures can be managed in global value chains.

In this chapter, the definition of the concept of culture, which is comprehensive and crucial in managing differences, will be depicted. Then, the concept of cross-cultural management will be emphasised and what cross-cultural management means and why and to what extent it is important will be explained. In addition, the impact of cross-cultural management in the inclusive global value chain will be discussed, emphasising the value chain analysis, how it emerged, its basic concepts, and its importance in the international context.