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In this article we integrate findings from interviews and ethnographic case studies to explore issues of culture and identity in Japanese—Dutch work relations in two different contexts: Japanese firms in the Netherlands and Dutch firms in Japan. It is suggested that cultural identities do not carry a pre-given meaning that people passively enact, as is sometimes assumed, but become infused with meaning in organizational actors' interpretations that are embedded in specific social contexts. The research contribution this article makes is twofold. First, it illustrates how, in different organizational settings, cultural differences are enacted differently in people's identity talk, underlining the context-dependent and constructed nature of culture and cultural distance in intercultural encounters. Second, it highlights the particular relevance of a power-sensitive understanding of claims of cultural difference by revealing small, but significant differences in organizational actors' cultural identity talk that are intimately related to the specific power asymmetries within our research participants' organizations.

AbstractWe examine the effects of immigrants and cross‐societal cultural differences on bilateral trade costs using two alternative measures of cultural differences (i.e. cultural distance and genetic distance). We find that bilateral trade costs generally increase with a rise in the cultural distance between trading partners but fall with a rise in the stock of immigrants. This implies that immigrants counter bilateral trade costs that are associated with greater cultural differences. Our observation is relevant from both migration and trade policy perspectives as it provides further evidence that immigrants serve as conduits for bridging cultural differences, facilitate international transactions, and enhance global economic integration.

Social life carries various social and cultural phenomena which significantly interact with our lives, creating the difference in-depth reports and the newly formed relationship between generations in the family and society. Changes in thought, behavior, or actions strands understand if inequality and differences emerge and develop from social constraints. In today's society that mostly resembles a space without borders, it is possible to absorb new ways and ideas regarding lifestyle, thinking, and conduct. Many sociological and psychological studies argued that, especially in the early 60-s of the twentieth century, adolescents are more likely to be directed towards the ideas, practices, and characterized as countercultural movements. The study "Socio-cultural differences between generations in Elbasan" was conducted to identify social and cultural factors that affect the growth of differences between generations in the family and society. Identification of socializing factors such as media, schools, technology, and impacts arising from other cultures through immigration. Underlining the importance and analysis of social and cultural elements in change as essential factors in the differences between generations gives meaning to this study. This study's results have been highlighted by analyzing relations between ages and social and cultural changes in Elbasan in recent years.

Financing business is the most difficult question in our days. The flow of capital became essential not only in political and economical level, but also determines the social welfare. The working capital became more careful in selection its destination, while different business cultures and adaptation ability have special role. One of the most significant challenges facing managers is the increasing nature of cultural diversity in our business environment. Many companies are using "remote" accesses for operation, connecting to people of different cultures, different geography and different time zone. The paper is intended to give an overall view about the importance of cultural differences in business decisions. In reality, there are cultural clashes and conflicts that emerge while doing business in our domain and outside. The key challenges are how to manage these conflicts and still maintain objectives. Findings can emphasise the differences and ensure suggestions and thoughts for successful cooperation.