Cultures within culture: Unity and diversity of two generations of employees in state-owned enterprises

This study adopts integration and differentiation perspectives to examine why unity and diversity of organizational cultures emerged as a function of economic reform, and how subcultural differences were reflected in employees' perceptions of cultural practices. Data were gathered from in-depth interviews and a large-scale survey in two large, state-owned enterprises in north-east China. Results indicated that, although all employees were oriented towards a common set of cultural themes, the two generations of employees did not exemplify the themes in the same way. Specifically, unity was illustrated by employees' desire to maintain Harmony and to reduce Inequality. Diversity was revealed by first-generation employees' higher ratings on Loyalty, Security and even Bureaucracy. The findings are discussed in the light of traditional Chinese cultural values, political ideology and the social context. Implications are drawn for organizational cultural theory and research.

Traditional architecture in the Pacific

Architecture of the Pacific covers a region of more than third of the earth’s surface. The sparse Pacific population spreads over some 30 000 islands, which graduate in size from small atolls to the largest island, Australia, a continent. Pacific architecture can be studied as four cultural units: Micronesia, Polynesia, Melanesia, and Australasia (Australia and New Zealand). While many of the islands of Micronesia lie above the Equator, the remaining Pacific islands are in the southern hemisphere. With the exception of Australia, most of the islands have a warm and humid tropical climate with high rainfalls and lush vegetation. Some islands lie in the cyclonic and earthquake belts. Two distinct racial groups settled the region. The indigenous people, the Micronesians, Melanesians, Polynesians, Australian Aborigines and New Zealand Maoris, migrated from Asia thousands of years ago. The second group, the recent immigrants, were Europeans, who occupied the region during the last two centuries, and pockets of Asians brought in by colonial administrations as labourers during the early twentieth century.

The effect of organisational culture perceptions on the relationship between budgetary participation and managerial job-related outcomes

The impact of managers' perceptions of their organizational culture (OC) on the relationship between budgetary participation (BP) and managerial job-related outcomes, operationalized as managerial performance and job-related tension (JRT) is examined. Data supported predictions that increasing BP would lower JRT for managers perceiving a high emphasis on innovation within their OC, regardless of their perceptions of an emphasis on attention to detail. When managers perceived low innovation, however, their perception of level of attention to detail had a significant effect on the relationship between BP and JRT.

The People's Stage in Imperial Germany: Social Democracy and Culture 1890-1914

The clash between German Social Democracy--the party, intellectuals and workers--and the German Imperial State was played out in the Freie Volksbahne (Free People's Theatre) founded by intellectuals to energise working class political awareness of drama with a political and social cutting edge. It fell foul of state censorship, lost its bite, yet prospered.