Culture Gap or Culture Trap?

Author(s):  
Jane Young
Keyword(s):  
1997 ◽  
Vol 27 (1-4) ◽  
pp. 59-95
Author(s):  
David A. Shank

AbstractWe have looked at illustrations from a process going from a culture gap in inter-personal contacts, to rapidly scrawled notes—sometimes in a French transcription of heard English, edited in a filled-out synthesis in French, then translated and edited in English, then re-edited and published as a 'full account.' At every stage of the process, one may observe mutations, governed no doubt in large part by the major preoccupation of legitimation of the Wesleyan mission, in all good faith. And it produced the dominant interpretation of the Prophet Harris. The reconstructed message did greatly profit Methodist developments, even though many Harrists could not accept the Wesleyan claim to Harris's authorization of their mission. More important, the Methodists did not stand up as his spokesperson for 'Ethiopian' ways of conjugality ; on the contrary, they used his legitimation to sanction a monogamous discipline. An inherent contradiction was present in that a ministry which they could accept but not fully approve, was used to validate their own. But even more, the Wesleyan Mission clearly did not become a spokesperson for Harris's warnings to the colonial authorities, nor did they wish to seek legitimate authorization for Harris's return ministry in the French colony.37 The consequences of these differences were to have all kinds of implications for the future relationships between Methodists and the Harrists, for whom even today the name and reputation of the white 'Pasteur Benoit' have become ignominious. But in the process, important information was also recorded to permit us to enter into a better understanding of the phenomenal prophet on his own terms, and recognizing—in his own language—that 'God moves in mysterious ways... and uses the foolish things in the world to confound the wise.'38


Author(s):  
Nopriadi Saputra ◽  
Ismiriati Nasip

Business organizations experience not only episodic but also continuous and disruptive changes. Those changes make the organization need not only transitional and developmental but also transformational initiatives. Based on business transformational experience in many prominent companies, organizational culture was one of eight factors that make transformation fail. Organizational culture plays a strategic role in business transformations and management. It can be an asset or liability for business transformation. The development of organizational culture should not only impact on work engagement but also learning agility of people in the organization. Based on the impact, organizational culture can be differentiated from the hierarchal-centralistic culture and the learning culture. By using the concept of culture map, learning culture is mapped and reflected into eight dimensions: communicating, evaluating, persuading, leading, deciding, trusting, disagreeing, and scheduling. By mapping the culture gap of the current condition, management practitioner has a road map for developing the learning culture.


Author(s):  
Zheng Liang ◽  
Raine Mäntysalo

The importance of contemporary design competitions has been increasingly recognized in fast-growing China in the course of World Trade Organization (WTO) integration and globalization. However, scientific and systematic analysis is rare on how international design competitions are introduced, and how they interact and transplant in the Chinese context. The well-known Chinese-Western culture gap and complicated social and political background make this topic more challenging. Herein, the authors focus on how the international design competitions were “translated” into both international and local perspectives with a compara­tive analysis on development of international design competitions between the Chinese and the Finnish model. To fully exemplify the design-completion procedure and the different roles of Chinese stakeholders and their perspectives on design competitions, the authors study the Baietan case, which was chosen due to its specific relationship with the city’s strategic plan, its representativeness in using international design competitions in connection to large-scale urban projects in China and its public access to the relevant documentation. The preliminary findings suggest that Chinese-style design competitions, acting as ‘designed trading zones’, with less-defined competition rules compared to the Finnish model, may foster the settings of local transformation in adopting international urban planning and design knowledge. However, an integrated approach is required to address subsequent implementation.


Sign in / Sign up

Export Citation Format

Share Document