Culture, gender and enterprise – a virtuous blend
An article summarises the significant relations between elements that are only seemingly different in production organisations
We need to grasp the true meaning of enterprise from the people who embody it and bring it to life – it is a matter of culture and of its consequent approach. It is also a theme that must be shaped by the context in which an enterprise is founded and grows, by the wider culture in which we live, by the territory, its history and the people who inhabit it. The relationships between culture, people and enterprise are complex ones, and thus must be properly comprehended – and indeed, Emmanuel Adeyemi’s recently published article, entitled “Culture, Gender, and Business”, attempts to do just that. An article that, as stated by the author, emphasises the significance of “understanding how these factors intersect and influence various aspects of the business world, including organisational practices, leadership styles, workplace dynamics and economic outcomes.”
Adeyemi then goes on to explore how cultural factors shape gender roles, expectations and opportunities within a workplace environment and discusses the implications engendered by cultural influences on the overall participation, progress and experience of women in the business world. The paper is structured into three key parts: the first examines cultural and corporate cases in countries such as China, India, Israel and Japan; the second touches upon the relationships between doing business and religion; the third analyses gender issues in production organisations.
Understanding how culture, gender and enterprise interact, concludes Emmanuel Adeyemi, is essential not only to promote inclusive and diverse workplaces, but also because organisations that embrace cultural diversity and gender equality, he asserts, “tend to exhibit greater creativity, innovation, and adaptability. They also benefit from increased employee satisfaction, improved decision-making processes, and enhanced financial performance.”
Emmanuel Adeyemi’s analysis has the merit to summarise in only a few, clear pages a complex and constantly evolving topic – one that companies really need to recognise and that can radically change the whole production culture.
Adeyemi Emmanuel
M.A History and Strategic Studies, University of Lagos, Akoka.
An article summarises the significant relations between elements that are only seemingly different in production organisations
We need to grasp the true meaning of enterprise from the people who embody it and bring it to life – it is a matter of culture and of its consequent approach. It is also a theme that must be shaped by the context in which an enterprise is founded and grows, by the wider culture in which we live, by the territory, its history and the people who inhabit it. The relationships between culture, people and enterprise are complex ones, and thus must be properly comprehended – and indeed, Emmanuel Adeyemi’s recently published article, entitled “Culture, Gender, and Business”, attempts to do just that. An article that, as stated by the author, emphasises the significance of “understanding how these factors intersect and influence various aspects of the business world, including organisational practices, leadership styles, workplace dynamics and economic outcomes.”
Adeyemi then goes on to explore how cultural factors shape gender roles, expectations and opportunities within a workplace environment and discusses the implications engendered by cultural influences on the overall participation, progress and experience of women in the business world. The paper is structured into three key parts: the first examines cultural and corporate cases in countries such as China, India, Israel and Japan; the second touches upon the relationships between doing business and religion; the third analyses gender issues in production organisations.
Understanding how culture, gender and enterprise interact, concludes Emmanuel Adeyemi, is essential not only to promote inclusive and diverse workplaces, but also because organisations that embrace cultural diversity and gender equality, he asserts, “tend to exhibit greater creativity, innovation, and adaptability. They also benefit from increased employee satisfaction, improved decision-making processes, and enhanced financial performance.”
Emmanuel Adeyemi’s analysis has the merit to summarise in only a few, clear pages a complex and constantly evolving topic – one that companies really need to recognise and that can radically change the whole production culture.
Adeyemi Emmanuel
M.A History and Strategic Studies, University of Lagos, Akoka.