Urban social and cultural welfare
K. Fatehi; k. Teymournejad
Abstract
The foundation of most intellectual discourse is Western-centric to the exclusion of other views. This includes ideal patterns of social interaction, preference for aesthetic, accepted norms and values, and the concepts of dignity, respectability, morality and ethics. Such a position is culturally myopic. ...
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The foundation of most intellectual discourse is Western-centric to the exclusion of other views. This includes ideal patterns of social interaction, preference for aesthetic, accepted norms and values, and the concepts of dignity, respectability, morality and ethics. Such a position is culturally myopic. Western cultural influence colors all of them including moral precepts. The assumption is that Western-centric moral precepts are universally followed. This paper explores these concepts and discusses the dominance of Western-centric point of view in moral precepts. It describes how non-Western-centric views are different and argues that understanding non-Western-centric concepts is a useful undertaking that could expand our horizons.
Urban social and cultural welfare
K. Fatehi
Abstract
The central issue in strategy formulation and implementation process, or strategy-making, is the identification of environmental forces and the preparation of a plan of action to deal with them. This necessitates scanning the environment for gathering information. Environmental scanning should enable ...
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The central issue in strategy formulation and implementation process, or strategy-making, is the identification of environmental forces and the preparation of a plan of action to deal with them. This necessitates scanning the environment for gathering information. Environmental scanning should enable the firm to identify these forces. Doing this not only calls for information gathering, but also for deciding what to look for, where to look, and what to select from the very large amount of information available. These steps are based on culturally programmed perception processes. Also, strategy-making requires assessing internal capabilities of the firm. Both, internal and external steps in the strategy-making process involve perception and thinking, both of which are influenced by culture. Therefore, country differences can be expected in each step. In this regard, the process of strategy making varies among managers of different cultures. This paper addresses these issues and discusses implications of cultural differences on the strategy-making process.