Advertisement

From Politics of Ethnicity to Politics of Cultures: When Kool Far East Group Took Over Shiranai International in Hong Kong

  • Heung Wah Wong
Part of the Translational Systems Sciences book series (TSS, volume 4)

Abstract

This chapter anthropologically investigates the culture of politics in a securities house in Hong Kong named Shiranai International. Originally a subsidiary of Shiranai Japan—a famous Japanese securities house—Shiranai International was taken over in the late 1990s by a Taiwanese conglomerate called the Kool Far East Group and renamed as Kool Far East-Shiranai International. This anthropological investigation examines how the culture of politics within the company changed when Shiranai International was taken over by the Kool Far East Group. I shall show that the culture of politics in Shiranai International changed from the politics of ethnicity to the politics of culture after the company was taken. In conclusion, I shall spell out the implications of the anthropological discovery made in this chapter to the study of mergers and acquisitions in particular and the role of culture or ethnicity in explaining cross-cultural management in general.

Keywords

Ethnic Identity Individual Investor Corporate Power Local Staff Brokerage Firm 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Ailon-Souday G, Kunda G (2003) The local selves of global workers: the social construction of national identity in the face of organizational globalization. Organ Stud 24(7):1037–1096CrossRefGoogle Scholar
  2. Comaroff J, Comaroff J (1992) Ethnography and the historical imagination. Westview Press, BoulderGoogle Scholar
  3. Haleblian J et al (2009) Taking stock of what we know about mergers and acquisitions: a review and research agenda. J Manage 35(3):469–502Google Scholar
  4. Peterson MF, Sondergaard M (2011) Traditions and transitions in quantitative societal culture research in organization studies. Organ Stud 32(11):1539–1558CrossRefGoogle Scholar
  5. Sahlins M (1999) Two or three things that I know about culture. J R Anthropol Inst 5:399–421CrossRefGoogle Scholar
  6. Wong HW (1999) Japanese bosses, Chinese workers: power and control in a Hong Kong megastore. Curzon Press, SurreyGoogle Scholar
  7. Wong HW (2010) Why a globalizing corporate culture still inhibits localization of management—the Yaohan case. Sangyō Keiei Kenkyū [Institute of Business Research, College of Economics, Nihon University] 32:31–48Google Scholar

Copyright information

© Springer Japan 2016

Authors and Affiliations

  1. 1.The University of Hong KongHong KongChina

Personalised recommendations