scholarly journals Cross-Cultural Medicine in the Middle East at the Start of the 21st Century: Where East and West Meet

2006 ◽  
Vol 1 ◽  
pp. 206-212
Author(s):  
Jacob Urkin ◽  
Mohammed Morad ◽  
Joav Merrick ◽  
Yaakov Henkin
2016 ◽  
Vol 137 (1-2) ◽  
pp. 245-260 ◽  
Author(s):  
J. Lelieveld ◽  
Y. Proestos ◽  
P. Hadjinicolaou ◽  
M. Tanarhte ◽  
E. Tyrlis ◽  
...  

2000 ◽  
Vol 55 (4) ◽  
pp. 647
Author(s):  
Paul Kingston ◽  
Oded Haklai ◽  
Nader Hashemi
Keyword(s):  

Author(s):  
A. Asmolov ◽  
G. Soldatova ◽  
S. Sorokina

Experience in cross-cultural monitoring of pandemic and infodemic images. The new look of “Witches of the 21st Century”: virus vs religion. “We are in the same boat”: the rhetoric of mutual assistance, and not the opposition “friends or foes”. Visible and invisible victims. Deferred Risk Strategy: Help Only the “Visible Victim”. The dangers of temptation are simple solutions. A pandemic situation — a situation of destruction of public rules? The value of human life as a factor in preventing violence.


2009 ◽  
Vol 12 (1) ◽  
pp. 55-57
Author(s):  
David Desplaces ◽  
Nancy K. McIntyre

This case engages students on a number of issues common to doing business in other countries, specifically in the Middle East. It is intended to be a basis for class discussion rather than to illustrate either effective or ineffective handling of the situation. The case seeks to integrate issues of international management and cross-cultural conflict and negotiation. Students are challenged to diagnose a cross-culturally sensitive situation and develop solutions in a team environment under limiting time restraints. This case is also designed to help students understand the cultural aspects of a situation and how different solutions could have major consequences on the bottom line of a company.


Author(s):  
С.П. Брюн

Статья посвящена одной из главных тем и концептов в историографии крестовых походов – конфликту между западными крестоносцами «первого поколения» и франками Заморской земли (Outremer), т.е. теми, кто был рожден на Ближнем Востоке и не знал иного дома, кроме городов и долин Леванта. Автор критически анализирует концептуальные воззрения на суть данного конфликта в историографии XIX-XXI вв. и рассматривает полувековой опыт экспансии римской знати в княжестве Антиохийском и графстве Триполийском (инициированной браком князя Боэмунда V со знатной римлянкой, Люсьен де Сеньи). В отличие от широко-известного конфликта между братьями Лузиньянами и палестинскими баронами в 1180-х гг., экспансия римлян в Триполи и Антиохии действительно может служить редким и полноценным примером острого конфликта между притязаниями западных нобилей и интересами местных, левантийских элит на Латинском Востоке. The article deals with one of the main themes and concepts in the historiography of the Crusades – the conflict between the western, «first generation» Crusaders and pilgrims with the Franks of Outremer, those who were born and knew no home outside of the Middle East. The author critically examines the perception of the conflict in the 19th—21st century historiography, and proceeds with a study of the 50-year period of Roman aristocratic expansion in the Principality of Antioch and County of Tripoli (made possible through the marriage of Prince Bohemond V with the Roman noblewoman Lucien de Segni). This expansion – unlike the infamous clash between the Lusignan brothers and the Palestinian nobility in the 1180’s – was perhaps the purest manifestation of the conflict between consolidated western expansion and the local Levantine elites in the Crusader States.


2014 ◽  
pp. 1352-1366
Author(s):  
Susan Scott

There are many subtleties within a culture that affect decision-making. Lack of understanding of these nuances enhances the mystique of cross-cultural business. Global managers need to better understand trans-cultural decision-making to maximize the benefits of alliances and business relationships abroad. One of these subtleties, often discussed in relation to business in the Orient, is conflict management. The notion of “face” and the importance of individual honor pervade cultural briefing materials on countries such as Japan. It is a defining difference in human relationship management between East and West. Yet when dealing with employees in nations speaking the same language, as a U.S. manager to a Caribbean manager, one often fails to account for equally significant differences in managing conflict. This chapter discusses the impact of culture-specific attitudes concerning workplace conflict on business performance in the Caribbean, using examples specifically from Grenada.


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