Call for Papers
Cross Cultural Management: An International Journal
Special issue on
The shift from human capital to human being: 
developing partnership and care in the era of
embedded global economy
Extended to 1 December, 2011
Current mindsets and traditional
practices get in the way of optimizing people’s potential and performance and
negatively affect business and societies. “Ism’s” divide nations and
people.  Men still dominate women,
children, and other vulnerable communities in many cultures, and women often do
not have an equal seat at the opportunity table.  

Even the use of the term “high-quality
human capital” by economists and organizational theorists only weakly focuses
on people.  At its best, the term
acknowledges that people are the more critical factor of production in the
post-industrial knowledge/service era.  On the other hand, the term treats people more as machines than as human
beings, detaching life and lives from managerial decision-making, and
disassociating organizations from their communities and larger society.
Organizational cultures, too, often driven solely by the drive to dominate in
the market or the search for short-term profits, neglect our real sources of
long term value, global sustainability and meaning: people.  

People are more than machines or
capital, the productivity afforded by technology, or even the knowledge
resident in their heads.  People provide the
creative pulse in organizations as well as the source of their successes and
failures.  They create the socio-economic
health of our societies. People, as well as the organizations and societies in
which they live, work, and perform, thrive in relationship and with care.  Yet, relationships oftentimes fall second to
self-advancement or self-preservation, and care is perceived as weak,
expensive, or “just feminine”.  

The way forward: to build human capacity
through partnership and care.  With
partnership and care, people transcend cultural and philosophical boundaries as
well as organizational hierarchies and tribal differences.  Partnership – fueled by care - shifts us from
hierarchies of domination, which rule through fear, or “power over,” to
hierarchies of actualization, where power is used to empower rather than
disempower others.  Partnership-oriented
cultures lead to innovatory performance, long term success, environmental
sustainability, and human well-being.  Care,
a building block of life, a value-in-action, and a powerful and strategic human
resource, empowers humans to be more fully human which incites the flourishing
of knowledge, creativity, and even more care.  Care is worthy of investment, policy, and practice because it delivers
both measurable results and a more human world. 

The creation of a sustainable global
society will take a socio-cultural-economic paradigm shift across all
institutions, leaders, and households so that care is viewed as a valuable
resource and partnership is respected. For example, traditional measurements of
performance (such as GDP and GNP, profits and share price) must advance so that
people, care-giving activities, and care in market and nonmarket economies are
valued in both the short and long term.  

At this stage, however, research that
allows us to improve our understanding of care as a resource for creativity, sustainability, and performance is still rather
limited.  Researchers and practitioners
interested in beginning to fill this gap are invited to submit their work to
this special issue.  Theoretical and/or
empirical papers of a quantitative and/or qualitative nature on all aspects of institutional,
organizational, and societal management are invited.  Cross-cultural and/or cross-disciplinary research
perspectives are preferable.  

could include but are not limited to: 
	* ·         Augmenting
traditional economic theory, organizational strategies, socioeconomic
definitions, and gender identifications with care   
	* ·         Building
partnership cultures in a cross-culturally complex world
	* ·         Relationship
of caring strategies, practices, and policies to performance and creativity
	* ·         Cultural
values and traditions that support or hinder the development of caring policies
and practices  
	* ·         Impact
of gender definitions on valuing and giving importance to care
	* ·         Impact
of gender definitions on development of caring leadership/management models 
	* ·         Relationship
between socio-economic indicators, the  valuing of care work, and the building of human capacity  
	* ·         Cross-cultural
management strategies for valuing women, vulnerable communities, and/or
disenfranchised workers in organizations 
	* ·         Developing
an underlying cross-cultural standard for care in nations and organizations
Papers submitted must not have been
published, accepted for publication, or presently under consideration for
publication with any other journal.  Submissions should be approximately 4,000 to 6,000 words in length.  Submissions to Cross Cultural Management must
be made using the ScholarOne Manuscript Central system (  For more details, please visit consult the
author guidelines.

A separate title page must be uploaded
containing the title, author(s), and contact information for the
author(s).  Suitable articles will be
subjected to a double-blind review; hence authors should not identify
themselves in the body of the paper.  The deadline for submissions has been
extended to 1 December, 2011.  Authors with questions about paper and topic
suitability should email the guest editors.   
“Cross Cultural Management: An International Journal” is
listed in both Cabell’s Directory of Publishing Opportunities in Management
& Marketing and ISI’s Social Sciences Citation Index®. 
Kristine Kawamura, St. Georges University, Grenada
Email: [log in to unmask]

Riane Eisler, Center for Partnership Studies, California, USA
Email: [log in to unmask]

Kristine Marin Kawamura, PhD
Director of Graduate Business Programs
Professor of Management
St. George's University
Grenada, West Indies
cell: (1) 310 567 7603

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