A. L. Kroeber and Clyde Kluckhohn, "culture: A critical review of concepts and definitions"

I am a researcher and graduate student of American Indian descent (Stockbridge-Munsee/Mohican). I have always been very aware of the absence of other American Indian students in postsecondary education programs; have noticed the shortage of American Indians employed as educators, professors, or administrators; and am acutely aware of the number of American Indian populations excluded from qualitative or quantitative data sets as part of mainstream research agendas that are published on the state or national level. This is the beginning of my dissertation research journey, and the data that I have studied thus far demonstrates a ten-year failure of the traditional, Western, and public educational system in Wisconsin to nurture, graduate, and utilize Native Americans from birth through adulthood. This historical failure in the Wisconsin educational systems and organizations has left the First Children and the First People of this country far behind as compared to their other minority and white counterparts (Bowman ). The extent of how far and why they are behind is what I am determined to discover. Anecdotally speaking, I knew in my heart that the few Indians who did survive school accomplished this despite many barriers or whatever politically correct legislation was the popular rhetoric at the time. But in my head I needed to ascertain, scientifically document, and understand the factors that were responsible for this shameful record regarding the education of Native American students and their underrepresentation as professionals within the educational community. In a time of attempts to abolish affirmative action and hearing the promises of leaving no children behind, I have diligently tried to set aside time to conduct research Cultural Differences of Teaching and Learning

Cultural differences in teaching and learning

Positive Organizational Scholarship

The Other Path: the Invisible Revolution in the Third World

The paper presents a follow-up to the saga of organizational culture, first chronicled in two issues of the Leadership & Organization Development Journal in 1996 and tracing culture's development from the organization development model through to the interest in total quality management (TQM), forming a link between the three concepts. Since the 1996 articles, culture as a concept has proceeded to develop in many new directions. In revisiting organizational culture after five years, this paper attempts to show how it has branched out from TQM and has since been associated with business process reengineering, organizational learning, and knowledge management; all of which claim to involve either changing a culture or working with an existing culture. Discusses also the role of culture in the emerging ideas and perspectives of strategic alliances, sustainability and future organizations. It is argued that the culture saga is far from finished. While many of its components may turn out to be no more than passing fads and fashions, culture has proven itself to be an enduring concept that, as it has travelled many paths in the past, will travel many different paths in the future.

Five years on - the organizational culture saga revisited (Спустя пять лет - пересмотр хроник организационной культуры)

It is proposed that sustainable human development can occur only when there is a reasonable work-life balance for humans Developmental work for humans is mostly achieved through high performing or

Work-life balance for sustainable human development: Cultural intelligence as enabler

The purpose of this paper is to highlight the fact that investors in the Asian region are shifting their investments from one country to another, in this case, from India to Dubai, in the real estate and infrastructure industry. While countries compete to get investments, competing “values” at the workplace may also influence in attracting the investments. This paper makes use of competing values framework (CVF) to understand this phenomenon and to provide research evidence about differences in workplace cultures in India and Dubai. It is proposed that differences in workplace cultures, besides other non-cultural factors, may influence this phenomenon of shifting of investments between the two countries.,It is an inductive study to investigate why investors are shifting investments from India to Dubai in the real estate and infrastructure industry. This paper further explores literature to support our claim that workplace cultural differences may be responsible for the shifting investments. Next, this paper identifies the instrument called organizational culture assessment instrument using CVF to collect data and plot the cultural profiles at the two country sites.,The findings suggest that workplace cultures in the two country locations are different and could be a reason for Indians to shift their investments to Dubai in the real estate and infrastructure sector. There are both cultural and non-cultural factors, which are responsible for the shift in global investments.,The study has several research implications. It highlights the possibility of a shift in global investments because of cultural and non-cultural differences at the workplace. Specifically, it provides evidence that workplace cultures are different in the two countries and could play a role in the competitiveness of firm and countries. This finding has implications for research in the fields of both strategy and international business.However, this is a preliminary study to explore a recent phenomenon and uses data from only one organization in two countries. Therefore, this paper accepts this as a limitation; however, it creates a potential for further exploration in many directions for future research.,Managers in multinational firms have to deal with subsidiaries in different countries with different cultures. While culture is not traditionally considered an important factor, the study highlights that it may have far-reaching influences on financial decisions. Therefore, managers need to understand cultures and create strategies to deal with diverse cultures.,It is perhaps the first attempt to investigate the workplace culture across India and Dubai in the real estate and infrastructure industry through empirical evidence. Further, in the context of shifting global investments across the two countries, it highlights the importance of workplace cultures towards economic and financial implications for countries in the Asian subcontinent.

Competing values in Asian business: evidence from India and Dubai

In this paper, we highlight that ambidextrous organisations are more likely to achieve organisational sustainability which is a growing concern in the current volatile, uncertain, complex and ambiguous (VUCA) environment. Ambidextrous organisations can achieve sustainability through exploration and exploitation using three approaches, that is, sequential, structural and contextual. Knowledge workers comprising the top management team, senior leaders and other employees play an important role in choosing the approaches to organisational ambidexterity and therefore, to organisational performance and organisational sustainability. We further suggest that this process is influenced by strategy, structure and culture in the organisations. Thus, this paper adds to the literature on organisational ambidexterity and sustainability by proposing a conceptual framework.

Knowledge workers, organisational ambidexterity and sustainability: a conceptual framework

As informal firms in emerging markets are expanding their role in global supply chains, managers of formal multinational organizations are increasingly relying on their services. Yet, little is known about the organizational aspects of enterprises in the informal sector. An investigation of informal firms engaged in the cutting and polishing of diamonds (CPD) in Surat, India, the world's hub of diamond manufacturing, reveals that in the absence of well-defined strategies, structures, and processes, the intangible aspect of organizing—specifically, organizational culture—governs business practices. Despite the strong clan-like orientation of these firms and a culture focused on loyalty, trust, team work, and consensus, the study found evidence of hierarchical characteristics and market-driven leadership. Coupled with insightful observations of the overall Indian CPD sector, these findings can help guide managers in planning strategies for effective partnerships with informal firms, regardless of their industry. © 2016 Wiley Periodicals, Inc.

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When Culture Governs Business Practice: A Look at the Indian Diamond Cutting and Polishing Industry

Organizations can sustain different efforts toward human development, and employee–employer relationships can sustain the organizations to work toward their purpose. However, contemporary organizat...

Indu Rao

Papers

Work-life balance for sustainable human development: Cultural intelligence as enabler

Competing values in Asian business: evidence from India and Dubai

Knowledge workers, organisational ambidexterity and sustainability: a conceptual framework

When Culture Governs Business Practice: A Look at the Indian Diamond Cutting and Polishing Industry

Psychological Contract for Human Development and Organizational Sustainability