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Contemporary Black American Cinema offers a fresh collection of essays on African American film, media, and visual culture in the era of global multiculturalism. Integrating theory, history, and criticism, the contributing authors deftly connect interdisciplinary perspectives from American studies, cinema studies, cultural studies, political science, media studies, and Queer theory. This multidisciplinary methodology expands the discursive and interpretive registers of film analysis. From Paul Robeson's and Sidney Poitier's star vehicles to Lee Daniels's directorial forays, these essays address the career legacies of film stars, examine various iterations of Blaxploitation and animation, question the comedic politics of "fat suit" films, and celebrate the innovation of avant-garde and experimental cinema.
A collection of thirteen essays examining how 'the market' has been perceived, represented and experienced differently in different epochs.
Professor Reddy traces the transition from pre-capitalist to capitalist culture in the French textile industry from 1750 to 1900. Using anthropology and social history, he shows how and why the conception of the social order based on the idea of the market began to emerge, and examines the attendant political and social conflict.
An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.
The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle, renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This book: Explains how culture evolves, can be shaped and sustained, and serve as the organization's "internal brand." Shows how culture can promote innovation and survival in tough times. Guides leaders in linking culture to strategy and managing forces that challenge it. Shows how to credibly quantify culture's impact on performance, productivity, and profits. Clarifies culture's unique role in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture. "Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Up: Recommended. Reprinted with permission from CHOICE, copyright by the American Library Association.
BECOME THE ENVY OF YOUR INDUSTRY WITH A CUSTOMER-CENTRIC CULTURE Winner of Marketing Book of the Year 2015 by Marketing and Sales Books For the first time, this groundbreaking guide unlocks the secrets used by Amazon, Virgin, Apple, Starbucks, and salesforce.com. It creates a guide for success based on three years of scientific study drawing insights from more than 100 businesses to identify seven key factors. When implemented together these factors have been proven to drive superior business performance. Customer culture is as fundamental to business performance as breathing is to living. It is the life force of your business. This applies no matter what your industry sector. And with the evidence-based methods in this book, you can replicate their success in your business! The Customer Culture Imperative reveals the key disciplines of customer culture that consistently predict enhanced, sustainable business results. Each one is linked to a particular strategy and drives predictable and measurable improvements in one or more business performance factors--from innovation and customer satisfaction to growth in sales and profits to higher rates of new-product success. It gives you the tools to: Inspire everyone in the company to embrace a customer-centric culture Unify efforts across units by creating a "common language" for change Collect and measure data from your efforts and benchmark your progress Make change long term so you leave a legacy of an enduring business Creating a customer-centric company takes more than making an investment in the customer service department and systems. It's about building a culture in which the customer is at the heart of all decisions made within every function and unit. What's best for the customer is what's best for business. Make that a part of the DNA of your organization, and you will lead your company to unprecedented success. Guaranteed. PRAISE FOR THE CUSTOMER CULTURE IMPERATIVE "Linden and Chris Brown have written the best book on what it takes to build a genuine customer culture in an organization. Their framework and their stories will inspire you to take the next step." -- Philip Kotler, S. C. Johnson Distinguished Professor of International Marketing at the Kellogg School of Management at Northwestern University "A customer-focused culture is a powerful competitive advantage. This book will show you how to diagnose the level of a customer culture and then make the leadership moves to raise this level." -- George Day, Geoffrey T. Boisi Professor of Marketing and Co-Director of the Mack Institute for Innovation Management, Wharton, University of Pennsylvania "Creating unique customer engagements is an essential ingredient of the 'Starbucks Experience.' Crafting an authentic culture is essential to insuring that all employees consistently execute and innovate the highest quality customer experience. Linden and Chris provide a unique framework and road map to build this culture within large and small organizations." -- Arthur Rubinfeld, chief creative officer and president, Global Innovation and Evolution Fresh Retail, Starbucks "Smart phones, smart networks, and personalized apps are changing the way people live and work--giving control to an emerging class of globally connected customers that have the power to shift markets. Linden and Chris Brown’s work will help you understand what is happening and what it means to your business.” -- David Thodey, Chief Executive Officer, Telstra "Over the 40+ years of my life in business I have always known that a customer culture is the key to success. How to achieve it has been a continuous search and challenge. This book is the clearest roadmap I have read to truly achieve a customer culture and all the benefits it brings.” -- John Stanhope, Chairman, Australia Post "Some books (alas, very rare) summarise well-researched management theory, combined with current best practice, to deliver powerful and pragmatic guidelines for growing shareholder value. This is one such book. Read it. Enjoy it. It is a powerful contribution to best practice.” -- Malcolm MacDonald, Emeritus Professor, Cranfield University School of Management "Smart phones, smart networks, and personalized apps are changing the way people live and work,giving control to an emerging class of globally connected customers that have the power to shift markets. Linden and Chris Brown’s work will help you understand what is happening and what it means to your business.”--David Thodey, Chief Executive Officer, Telstra "Over the 40+ years of my life in business I have always known that a customer culture is the key to success. How to achieve it has been a continuous search and challenge. This book is the clearest roadmap I have read to truly achieve a customer culture and all the benefits it brings.”--John Stanhope, Chairman, Australia Post "Some books, alas very rare, summarise well-researched management theory, combined with current best practice, to deliver powerful and pragmatic guidelines for growing shareholder value. This is one such book. Read it. Enjoy it. It is a powerful contribution to best practice.”--Malcolm MacDonald, Emeritus Professor, Cranfield University School of Management "This easy to read book provides essential and unique guidance for driving the critical relationship between customer centricity and sustained organisational performance."-—Dr Ramzi Fayed, Executive Dean, Australian Graduate School of Leadership
Many critics argue that the modernist avant-garde were always in opposition to the commercial values of market-driven society. For John Xiros Cooper, the avant-garde bears a more complex relation to capitalist culture than previously acknowledged. He argues that in their personal relationships, gender roles and sexual contacts, the modernist avant-garde epitomised the impact of capitalism on everyday life. Cooper shows how the new social, cultural and economic practices aimed to defend cultural values in a commercial age, but, in this task, modernism became the subject of a profound historical irony. Its own characterising techniques, styles and experiments, deployed to resist the new nihilism of the capitalist market, eventually became the preferred cultural style of the very market culture which the first modernists opposed. In this broad-ranging 2004 study John Xiros Cooper explores this provocative theme across a wide range of Modernist authors, including Joyce, Eliot, Stein and Barnes.
Arguing that contemporary celebrity authors like Zadie Smith, Ian McEwan, Martin Amis, Kazuo Ishiguro, Salman Rushdie, Eimear McBride and Anna Burns position their work and public personae within a received modernist canon to claim and monetize its cultural capital in the lucrative market for literary fiction, this book also shows how the corporate conditions of marketing and branding have redefined older models of literary influence and innovation. It contributes to a growing body of criticism focused on contemporary literature as a field in which the formal and stylistic experimentation that came to define a canon of early 20th-century modernism has been renewed, contested, and revised. Other critics have celebrated these renewals, variously arguing that contemporary literature picks up on modernism's unfinished aesthetic revolutions in ways that have expanded the imaginative possibilities for fiction and revived questions of literary autonomy in the wake of postmodern nihilism. While this is a compelling thesis, and one that rightly questions an artificial and problematic periodization that still lingers in academic criticism, those approaches generally fail to address the material conditions that structure literary production and the generation of cultural capital, whether in the historical development of modernism or its contemporary permutations. This book addresses this absence by proposing a materialist history of modernism's afterlives.
The antebellum period has long been identified with the belated emergence of a truly national literature. And yet, as Meredith L. McGill argues, a mass market for books in this period was built and sustained through what we would call rampant literary piracy: a national literature developed not despite but because of the systematic copying of foreign works. Restoring a political dimension to accounts of the economic grounds of antebellum literature, McGill unfolds the legal arguments and political struggles that produced an American "culture of reprinting" and held it in place for two crucial decades. In this culture of reprinting, the circulation of print outstripped authorial and editorial control. McGill examines the workings of literary culture within this market, shifting her gaze from first and authorized editions to reprints and piracies, from the form of the book to the intersection of book and periodical publishing, and from a national literature to an internally divided and transatlantic literary marketplace. Through readings of the work of Dickens, Poe, and Hawthorne, McGill seeks both to analyze how changes in the conditions of publication influenced literary form and to measure what was lost as literary markets became centralized and literary culture became stratified in the early 1850s. American Literature and the Culture of Reprinting, 1834-1853 delineates a distinctive literary culture that was regional in articulation and transnational in scope, while questioning the grounds of the startlingly recent but nonetheless powerful equation of the national interest with the extension of authors' rights.
Attempting to define the meaning of culture and the nature of its possible consequences on economic processes and outcomes, this book examines alternative theoretical and empirical approaches to the economic analysis of cultural effects in the labour market. Using extensive new data from 14 countries, this book presents tangible evidence of substantial cross-cultural differences in beliefs about wage inequality.