Recognition and respect : globalization culture and Malaysian education

Globalization and language reform is often presented as a set of practices and relationships to which educators must adapt in order to 'compete‘ or maintain 'relevance‘ in contemporary society. Presented in such a way neo-liberal versions of globalization and educational reform situate localized culture often as a kind of impediment, something we must overcome or ameliorate in order for progress to be sustained and maintained. In Malaysia, these kinds of discourses inform public policy debates. From debates over university competitiveness through to arguments over language and literacy in a global world, the pressures on Malaysian educators to change their practices and reform are often presented with an implicit assumption that local culture is somehow in deficit.

The argument of this paper challenges this framing and representation of globalization. I present an alternative theoretical framework through which educators can judge their practices within the discourse of globalization. I will demonstrate how respecting difference and culture is framing globalization as mutual respect and recognition rather than imposed change is critical to addressing the language and culture of globalization and education. In this sense, debates about language (understood here in the broadest sense as how we communicate and in what power discourse we communicate within) and culture are ultimately arguments about recognition and respect. Neo liberal politics as an expression of an increasingly authoritarian discourse of globalization needs to be challenged by a politics and practice of cultural recognition and respect.

The idea of creative reuse urbanism — the roles of local creativities in culturally sustainable place-making : Tokyo, Bangkok, Singapore

Gentrification is a part of the process of urban renewal which generates significant, and often negative, social impact on existing neighborhood structures, as it tends to be driven predominantly by simple rules of an economy and imperatives of a globalized, "free" market, insensitive to the subtleties of local culture and values. This idea of creative reuse urbanism questions the necessity of extreme, damaging impacts of gentrification. It argues for an urbanism which is culturally rooted, locally related and deeply contextualized. This chapter shows that such urbanism is not just another utopian concept, but a living reality. Examples from Tokyo, Bangkok and Singapore demonstrate a rich spectrum of possibilities, a kind of pre-gentrification which has the capacity to get involved in creative reuse and recycling of existing stocks and inheritances, thus becoming a positive contributor to sustainable urban regeneration. Presented reused buildings and introduced activities are active ingredients in larger process of place-making in the three cities. Tokyo, Bangkok and Singapore were observed through the lenses of sustainability and cultural difference, with main focus on intersections between the practices of reuse and local creativity.

Overseas Chinese as expatriate managers in China: is their recruitment a solution to cross-cultural management problems for multinationals operating in China?

This paper examines the issue of diversity in Chinese identity and how it impacts on the operations of multinationals in China who recruit Overseas Chinese to handle cross-cultural issues. China’s rapid economic development and entry into the World Trade Organization in 2001 made her a formidable player in the global economy and direct foreign investment surged. Yet it is acknowledged that for the foreign investor in China, cross-cultural issues create difficulty at every level, from the interpersonal level relating to communication and negotiation, to the organizational level relating to decision making, human resource management practices, corporate legal institutions and liaison with government institutions. Western multinationals have considered the advantages of posting Overseas Chinese from Southeast Asian countries, Taiwan and Hong Kong to their China operations as a solution to cross-cultural management issues. But has this policy been successful? In terms of language expertise this would seem to be a good strategy, yet organizational case material contradicts this in reality. Overseas Chinese, while sharing some elements of Chinese culture with mainland Chinese, the Confucian heritage and other aspects such as language and diet, nevertheless have different world views and values and behave differently from mainland Chinese in areas critical to business management. As a survival strategy, Overseas Chinese have often developed dual identities which operate simultaneously. For political and historical reasons, many of them have had to adapt to the local culture of their country of citizenship or even hide their own ethnicity in order to survive. On the other hand, the mainland Chinese are different in that their behaviour has only had to be Chinese, but overlaid with this has been the experience of participating in a communist political environment for decades, which has left its mark on mainland Chinese culture. On the basis of their different historical experiences, in the current business environment in China, cultural confusion, difficulty and conflict may occur for the Overseas Chinese.

This paper focuses attention on the subtle cultural differences between the Overseas Chinese and mainland Chinese in an organizational context. This problem has yet to be researched in depth within international business and international management studies. It provides evidence that Overseas Chinese are not often favoured by the local Chinese. It gives insights on how to manage the local Chinese for foreign multinationals operating in China.

Managing stakeholder 'push back', an exploratory investigation into dealing with negative cross cultural communication in a global environment

This paper addresses the issue of a current business phenomenon – ‘push back’. This phenomenon has been experienced by a number of transnational companies. It is embedded in the challenges of cross-cultural communication and involves the linkage of local culture activists with globalisation acitivists in an alliance to stop business growth. This exploratory investigation examines three multinational organisations using qualitative research. From the findings a model has been developed in an attempt to provide practitioners with a framework with which to understand ‘push back’. The complexity of combating alliances of this nature raises challenges for the current approaches to marketing and the need for a multi-stakeholder approach in cross-cultural communication is suggested.

Overseas Chinese as expatriate managers in China : is their recruitment a solution to cross-cultural management problems for multinationals operating in China?

The rapid economic development has gravitated businesses into the Chinese market. It’s entry into the World Trade Organization in 2001 made her an even more formidable player in the global economy and direct foreign investment surged. Yet it is acknowledged that for the foreign investor in China, cross-cultural issues create difficulty at every level, from the intercultural level relating to communication and negotiation, to the organizational level relating to decision making, human resource management practices, corporate legal institutions and dealing with governments. Western multinationals have considered the advantages of posting overseas Chinese, from Southeast Asian countries, Taiwan Hong Kong and etc. But has this policy been successful? In terms of language expertise and cultural literacy this would seem to be a good strategy, yet organizational case material contradicts this in reality. Overseas Chinese, while sharing some elements of Chinese culture with mainland Chinese, the Confucian heritage and other aspects such as language, diet, etc, nevertheless have different world views and values and behave differently from mainland Chinese in areas critical to business management. As a survival strategy, overseas Chinese often developed dual identities operating simultaneously. For many of them, for political and historical reasons, they have had to adapt to the local culture or even hide their own ethnicity in order to survive. On the other hand, the mainland Chinese are different in the sense that their behaviour has only had to be Chinese, but overlaid with this has been the experience of participating in a communist political environment for decades, which has left its mark on mainland Chinese culture. On the basis of this, in the current business environment in China confusion, difficulties and conflict may occur for the overseas Chinese. This paper aims to provide insights of the cultural differences between the overseas Chinese and mainland Chinese. It provides evidence that overseas Chinese are not often favoured by the local Chinese. This problem has yet to be researched in depth within international business and international management studies. It draws the attention to issues on how to manage the local Chinese.

Women in politics in matrilineal society (a case study of West Sumatra, Indonesia)

 The study found that the West Sumatran matrilineal system offered limited support to female politicians who still experienced disadvantages in the national system. It concludes that there is a need to include aspects of local culture into regional electoral policy and for women to develop better political credential.

HR role effectiveness and organizational culture in Australian local government

The role of the human resource management (HRM) function and its consequent contribution to organizational culture and strategic management have been much debated. This relationship has not been empirically tested in the Australian local government sector. This paper explores the types of organizational culture and the role effectiveness of the HRM function as perceived by 217 senior managers in 71 New South Wales and Queensland local government entities. We found four clusters of local government entities, each with different profiles of organizational culture and perceived effectiveness of the HRM role. While most organizations are undergoing a transition in their cultural values, over one-third of the organizations exhibit a market-oriented culture. These market-oriented organizations have a higher level of human resource role effectiveness. The present study contributes to the ongoing debate regarding the status and influence of HRM as a value-adding corporate function.

Minahasan indigenous perspectives on place planning and management : tracing the indigenous culture through the lens of local wisdom

Indigenous cultures draw upon many thousands of years of residency and environmental adaptation offering unique knowledge resources to better understand our landscapes and environment. The Minahasan society, on the island of Sulawesi in the Indonesian archipelago, is one such Indigenous community. The Minahasan are the Indigenous community of northern Sulawesi, before the Portuguese and Dutch 1500-1900 colonization of this island, and the later nationalist cultural assimilation following post Indonesian independence. Thus, some 500 years of post-European contact and management can be contrasted against over I 00,000 years of Minahasan society. Further, the majority of this colonisation has been focused upon the coastal fringes resulting in a relatively intact Minahasan cultural landscape within the interior of northern Sulawesi focused upon the Tondano Lake catchment. This paper considers the importance of the Minahasan-formed cultural landscape, its importance to this culture, and the role and influence it continues to have in settlement formation and planning in northern Sulawesi despite conventional Indonesian and Western-informed sustainable urban and regional planning traditions and knowledge. It draws upon intensive qualitative research using 14 different villages, to analyse and compare local knowledge and land-relationships developed by the respective communities to manage and curate their unique characteristics as well as ensuring adaption without compromising their cultural, social and economic values. The research embodies this ethnoecological information in seeking to analyse historical and contemporary land use planning systems, and to offer a future planning perspective that will respect and endure this relationship and environmental management regime.

School innovation in science : change, culture, complexity

The School Innovation in Science (SIS) initiative has developed and evaluated a model to improve science teaching and learning across a school system. The model involves a framework for describing effective teaching and learning, and a strategy that allows schools flexibility to develop their practice to suit local conditions and to maintain ownership of the change process. SIS has proved successful in improving science teaching and learning in primary and secondary schools. Evidence of variations in the nature and extent of the change is used to argue that the process is essentially cultural in nature, and that change occurs at different levels within a school. Processes supporting change thus need to be flexible and responsive.

Using online technologies: does culture matter?

There has been an increase in the number of international students studying information technology programmes in Australia. There is little information about how this group uses online technologies. The overall aim of this research was to investigate how students use online technologies and teaching resources. A secondary aim was to determine whether there were any differences between international and local students using the online environment. The study consisted of two parts: an online survey  questionnaire and an analysis of the student’s use of the online environment. The overall results showed very little difference between two cohorts and that these results would be enhanced by further research into educational and cultural backgrounds.

Local content policy in the Australian television industry

This paper examines the impact and effectiveness of the local content scheme currently operating in the Australian Television industry. The television industry is a service industry with public good aspects. Public interest arguments have traditionally been used to support the retention (and indeed expansion) of the local content scheme since it was first introduced in 1961. These objectives have included the promotion of Australian culture, the desire to ensure a diversity of views may be heard and that diverse interests may be catered for when preferences cannot be directly gauged.

The problems associated with defining what constitutes "Australian" content are examined along with the costs and effectiveness of the local content scheme in meeting public interest concerns. The paper finds that the local content scheme has become part of a package of protection in the broadcasting industry that has resulted in valuable television licences and powerful and entrenched interests. It also shows that the local content scheme is not particularly effective in meeting it's objectives, and will become increasingly irrelevant in the light of rapidly changing technology. Other methods of meeting public objectives are suggested.

Families divided : culture and control in small family business

In this article, we explore the dynamics of control, compliance and resistance using two case studies where ‘family’ has symbolic, material and ideological significance. While the ‘family’ metaphor is often invoked to suggest a normative unity and integration in large organizations, we investigate the use of shared understandings of divisions (Parker 1995) and difference, as well as unity and similarity, in constituting organizational culture in two small family-owned firms. Diverging from mainstream family business research, we adopt a critical and interpretative approach that incorporates employee perspectives and explores how forms of control and resistance need to be understood in relation to their local contexts. We also argue that organization studies could benefit from revisiting progressive assumptions that equate developments in forms of organization with forms of organizational control.