Archives for April 2017

Russia is one of the few countries considered to be transcontinental or a country located on two continents (PSU Lesson 13). Russia is the largest country from a land standpoint in the world and it borders 14 different countries and also spans across 9 time zones (Mattyasovszky 2017). The geological makeup of the area is also a main contributor on how different cultures shaped the land. As discussed in the lesson, “most Russians migrated from Africa and migration from Asia was limited because of geological barriers” (PSU Lesson 13). The path from Asia was one with, “large distances of uninhabitable areas” causing those wanting to migrate from Asia to Russia via a safe path having to take a longer route (PSU Lesson 13).

This presents a unique opportunity for the country in terms of how it is shaped culturally and from a business perspective. A leader conducting business in Russia will have to be cognizant of the cultures and influences that shape the part of the region they are in. An item such as dialect, when it comes to communication, is important to be aware of. For example, “the eastern regions of Russia are more prone to an Asian influence as they interact more within Japanese, and Chinese markets while the European part is influenced by the west” (Aleksandrov).

Fast forward to present day and the political climate and this adds another layer to an already complex business partner in Russia especially for American based companies. Leadership has to stay on top of the news and how it can affect their partnerships as well as keep in touch with trends from each side of the border that the part of the country sits on. As the market changes so does the influence in the region. The European Union which came together to provide economic stability to its partners creates another level cultural influence from a business standpoint on Russian partners as the E.U. is their number one trading partner. The opportunities to partner with a transcontinental country are vast however they present a unique set of opportunities that a leader must navigate through.

 

Sources:

Mattyasovszky, M. February 13, 2017. The Largest Countries in the World. Retrieved from: http://www.worldatlas.com/articles/the-largest-countries-in-the-world-the-biggest-nations-as-determined-by-total-land-area.html

Aleksandrov, M. 2017. Doing Business in a Transcontinental Country: Russia Retrieved from: https://www.hg.org/article.asp?id=28168

Pennsylvania State World Campus. (2017). Lesson 13: Eastern Europe and Russia. Retrieved April 14, 2017 from: https://psu.instructure.com/courses/1826457/modules/items/21654186

Doing Business in Russia: From Perestroika to the Current Challenges of Putin’s Time

It is interesting to examine the present-day paradigm for doing business in Russia under Vladimir Putin versus what was originally set out just over 25 years ago in Mikhail Gorbachev’s Perestroika. As a global leader, Russia has one of the more challenging business and investment environments, exacerbated by its political history and culture.

At the 27th Party Congress in 1986, Perestroika, Mikhail Gorbachev’s program of economic, political, and social restructuring, became the catalyst for dismantling what had taken nearly three-quarters of a century to erect: the Marxist-Leninist-Stalinist totalitarian state (Library of Congress 2016). Soviet forces withdrew from Afghanistan, democratic governments overturned Communist regimes in Eastern Europe, Germany was reunited, and the Cold War finally ended (Library of congress 2016). But reactions to the new policies were mixed. Reform policies were in direct opposition to the traditional power bases in the Communist party as well as those in the economy, and did not replace them entirely. The new right of assembly, freedom of speech and religion, the right to strike, and multicandidate elections undermined not only the Soviet Union’s inherent authoritarianism, but also the familiar sense of order and predictability (Library of Congress 2016). The more Mr. Gorbachev reformed the antiquated Soviet system, the more he undermined the traditional authority of the party leader- in other words- himself. The new tolerance also brought forward countless long-suppressed problems, including nationalist discontent, to the surface of political life (Brown 2015).

As a result, over the next ten years, Russia underwent a coup attempt, looting of state assets by ruthless oligarchs, and the collapse of the of the ruble, the national currency. Now the country seems to be turning away from the three main things Gorbachev wanted to achieve with perestroika: reduced state management of the economy, greater political freedom, and warmer relations with the West (Matlack 2014).

Gorbachev implemented policies designed to begin establishing a market economy by encouraging limited private ownership and profitability in Soviet industry and agriculture. This in turn would also warm the international business market to potential Russian investment. But instead of his ideas and policies translating into economic growth and prosperity, there has been a complete regression. Putin has assumed control of major news outlets and squashed political opposition. Moscow’s recent intervention in the Ukraine and Syria have the potential to erase more than a quarter-century of peace with the West that began with the 1987 deal between Gorbachev and U.S. President Ronald Reagan to reduce the size of their countries’ nuclear arsenals (Matlack 2014).

On the business front, President Vladimir Putin and his political and business allies have taken over Russia’s wealthiest companies and banks, ousting and often jailing their executives. The Russian term “Reiderstvo,” which means asset-grabbing, is widespread and one of the risks of doing business there (Hansen 2014). This asset-grabbing, along with a weak rule of law and embedded corrupt practices across Russian political, bureaucratic and business spaces is currently a significant market-entry barrier for firms. In addition, they also act as a key deterrent for existing business operations in Russia to seek to self-invest and modernize. There is little incentive to strive towards efficient and transparent business solutions when, at any given juncture, either the state or other private firms – in cahoots with state agencies – can either seek to extract bribes or shift the property rights of a given company (Hansen 2014).

Putin’s Russia currently lacks the democratic principles of transparency within the business environment. Instead, it encourages corruption such as asset-grabbing and cronyism. For the global leader, these are big obstacles. To successfully do business in Russia, company executives need to acknowledge the duality of the formal and informal spheres of business and the importance attached to them by the different state and non-state actors in Russia (Rogers 2015). Nowadays, it’s Putin’s Russia, and the international community can either choose to play by his rules or stay out of his sandbox.

 

References:

Brown, Archie. (2015). Perestroika: Reform the Changed the World. University of Oxford. BBC News. Retrieved from: http://www.bbc.com/news/world-europe-31733045

Hansen, Philip. (2014). Reiderstvo: Asset-Grabbing in Russia. Chatham House. The Royal Institute of International Affairs. Retrieved from: https://www.chathamhouse.org/publications/papers/view/198133

Library of Congress. (2016). Perestroika. Revelations from the Russian Archives. Library of Congress. Retrieved from: https://www.loc.gov/exhibits/archives/pere.html

Maclachland, Matthew. (2010). Challenges of Doing Business in Russia. Communicaid Group Ltd. Retrieved from: https://www.communicaid.com/cross-cultural-training/blog/challenges-of-doing-business-in-russia/

Matlack, Carol. (2014). The Unintended consequences of Gorbachev’s Perestroika. Bloomberg Businessweek. Retrieved from: https://www.bloomberg.com/news/articles/2014-12-04/the-unintended-consequences-of-gorbachevs-perestroika

Rodgers, Peter. (2015). When in Moscow: How to Do Business in Putin’s Russia. The Conversation. Retrieved from: http://theconversation.com/when-in-moscow-how-to-do-business-in-putins-russia-38261

The World Bank. (2016). Russian Federation Overview. The World Bank Group. Retrieved from: http://www.worldbank.org/en/country/russia/overview

 

 

Russia and Eastern Europe very similar to one another even though they are different countries since they are close together they share a lot of similarities. For starts the two countries have a long history of communism which they both have overcame. This was a great achievement in both countries and they are now more of a democracy which is govern by the people. Their culture are also very similar to one another and in spite of them being two separate countries. Some of the countries that are in eastern Europe are Hungary, Poland, Romania and Lithuania among others. There is a lot that we can learn from this neighboring place that we can see it in everyday life ourselves.

We can look at the two regions and ask the question “why do they get along so well?” and in this case, we can see that the people from both regions have very similar if not the same history as one another. So, makes it very easy for them to see eye to eye about a lot of different issues that other people might disagree with.  In our lesson, we learned that the genetics can play a role in the way people treat each other and since people who are similar in almost every way we can see how their own genetics are links to one another.

Since the people of both Russia and Eastern Europe shared genetic origins they also shared a lot of the ideology that the communist party in the Soviet Union shared as well. So according to lessons the communist mindset was in bedded in the people from both nature and nurture. If in turn the two sides were not so close together they would not have shared the same ideology and reasoning when it came to the communist party. So for argument sakes if the two sides where completely opposite from each other like on the other side of the world would there mindset be as similar as they are now?

Although they are similar today Russia is a Super-Country with power resources and a strong military. This makes them elite as a country as the United States is also a super-power country we are also elite among other countries. This means that they hold a strong presence in the world market and other countries will look for them as they look towards the United States for help.

During this week’s lesson I found myself in shock of how large geographically Russia really is. I’ve seen maps but have never focused on its entirety. Russia is geographically the largest country in the world but is only the tenth largest population wise (CIA, 2017). Its landmass is so large it spreads through Asia, borders the Eastern most points of Europe, and is connected to the Middle East through the Caspian Sea. Technically you can also reach the United States from Russia just by walking, this would be from the two small islands that freeze over during winter. The islands are called Big Diomede and Little Diomede, one is Russian and the other is American respectively. However, the actual mainland’s are only 55 miles apart (Alaskan, 2017).

Map derived from (CIA, 2017)

After looking at the map and learning more about Russia geographically I think if Russia had more accessible land mass, history could possibly be drastically different. Being as large as Russia is growth and migration was difficult due to uninhabitable areas like the Siberian Tundra and Mongolian desert (PSU, 2017). A fifth of the population is located on the most western part of Russia closest to Europe (CIA, 2017). Which is why even though Russia is considered on the continent of Asia Russia is considered Eurasian (Moran, 2014).

Russia is also considered more like its European counterparts in terms of culture. For example, if looking at Geert Hofstedes cultural comparison of Russia from Europe and Asia, Russia is most like Europe (PSU, 2017). This is due mostly in part to the geographical location of where Russia’s population is. Russia has an incredibly high power distance score of 93 which looks at how equitably power is distributed and how accepted that is (Hofstede, 2017). Considering until 1991, Russia was a communist country it is very interesting that there is such a large imbalance of power. In fact 80% of all financial potential is located in Moscow (Hofstede, 2017).

This imbalance of power may also cause issues for Russians to grow within the country. As a country, relationships are very important which may be why the majority of the income goes to Moscow. Hofstede’s individualism score is relatively low, which means that Russians look at people as a group rather than think for themselves individually (Hofstede, 2017). From a business standpoint due to the power distance score and individualism score it would be very important to gain a relationship with those you are looking to do business with and negotiate with those who are in the highest points of a company.

In conclusion, Russia is more like its Eastern European counterparts. Even though they span across and can potentially touch three continents at once. With Russia’s vast land, power, and cultural influences in our modern age I think we will continue seeing major influences.

 

Works Cited

Alaskan Statewide FAQ’s. (n.d.). Retrieved April 14, 2017, from https://www.alaskacenters.gov/faqs.cfm

Central Intelligence Agency (CIA ). ( n.d. ). The world factbook. Retrieved from https://www.cia.gov/librar y/publications/the-world-factbook/geos/rs.html

Geert Hofstede. (n.d.). Retrieved April 9th, 2017, from https://geert-hofstede.com/russia.html

Moran, R., Abramson, N., and Moran, S. (2014). Managing cultural differences. (9th ed.). New York, NY: Routledge.

Pennsylvania State World Campus. (2017b). Lesson 13: Eastern Europe and Russia. Retrieved April 14, 2017, https://psu.instructure.com/courses/1826457/modules/items/21654186.

 

Russia has recently been a popular topic. I cannot turn on the news without hearing about the Russians. This week’s lesson focused on Russia and Europe. Knowing very little about Russia, I took this opportunity to learn a little more about the Russian culture, how they do business, and what outsiders should be aware of when negotiating and/or meeting with them.

The Russians are transactional and do not need to establish long-standing personal relationships before they do business with people, but it is recommended The Russian’s believe that when doing business, it is essential to have friends in high places. When doing business with Russian’s, one must have patience, and err on the side of formality when first making contact. Sincerity is crucial for them as sincerity is required to build trust, and trust is needed to build a relationship. Most Russians do not trust people who are considered all business. When individuals have successfully built a relationships with Russian businessman, confirmation of this will be through being asked a favor. (Russia Guide, 2016)

Russians have specific meeting etiquette. Appointments are necessary and should be made as far in advance as possible for it often takes about 6 weeks to arrange a meeting with a government official. It is always wise to confirm scheduled meetings when arriving to Russia and again a day or two in advance. To be received well, always arrive punctually for meetings. Typical Russian schedules are constantly changing and everything takes longer than expected, so it common to have to wait for long periods of time, or to have meetings cancelled at last minute. The Russians like long periods of socializing, becoming acquitted before business is discussed. It is very common, while meeting with Russian’s, to have several interruptions, with many side conversations that have nothing to do with the topic of the meeting to be carried on during the meeting. When meetings conclude a “protokol” is signed, which is a summary of what was discussed. (Russia Guide, 2016)

Hierarchy is important to Russians, respecting age, rank and position. Russian executives prefer to meet with people of similar rank and position. Negotiations with Russians are typically very slow. They do not like being rushed. Russians see negotiations as win-lose and do not believe in win-win scenarios. The most senior person makes the final decisions. Russians view compromise as weakness and will continue negotiating until you offer concessions. It is common for Russians to lose their temper, walk out of meetings, or threaten to terminate the relationship in an attempt to coerce to change the oppositions position. Russians often use time as a tactic, especially if they know there is a deadline, and so be cautious in letting your business colleagues know that you are under time pressure or they will delay even more. Nothing is final until the contract is signed. Even then, Russians will modify a contract to suit their purposes. (Russia Guide, 2016)

Business negotiations differ from culture to culture in language, negotiating styles, approached to problem solving, and building trust (Moran, Abramson, & Moran, 2014, p.74). Americans, or any other country or culture, would benefit greatly with this knowledge when negotiating with Russians for it facilitates the process for successful meetings. I found this information on Russia very interesting, and look forward to learning more about their culture.

References

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences. New York: Routledge.
Russia Guide. (2016). Retrieved from Commisceo Global: http://www.commisceo-global.com/country-guides/russia-guide

 

 

When the EU was formed back in 1951, there was a desire by the founding members to create a shared economy, a lasting peace, and stability in the region (The History of the European Union, 2017).  Along with the desires to unite a region, it was also born out of the realization that there are common values that unites European nations which are its culture and heritage.

In February 2017, the EU declared that 2018 would be the European Year of Cultural Heritage – “celebrating the diversity and richness of the European heritage” (European et al, 2017).   The goal of this initiative is to raise awareness of European history and values and to strengthen a sense of European identity and also reinforces their commitment to cultural diversity.  The EU, while has a shared cultural heritage, also has a wide range of diverse cultures within the member countries.  These diverse cultures allow for a dynamic and constantly evolving cultural landscape which has caused some growing pains in many of the EU countries.

A question that is being asked is “how is the growing cultural diversity affecting the business climate in the evolving European Union” and “how are business managing and leveraging this cultural diversity”.  The globalization that is happening today is opening up new opportunities for individuals and businesses.  It affects organizational learning, organizational change, knowledge management, internal and external communications, and growth and strategic organizational plans.

Managing cultural diversity should be on the radar of any organization.  We are an increasingly globalized world and in order for companies to continue to thrive, they must be up for the challenge of effectively managing cultural diversity (Overview of Diversity Management, 2014).  The EU has set a strong example for embracing cultural diversity and differences and has continued to be a strong model of inclusion.

 

Work cited:

The history of the European Union. (2017, March 09). Retrieved April 09, 2017, from               https://europa.eu/european-union/about-eu/history_en

European Year of Cultural Heritage in 2018: Celebrating the diversity and richness of our              European heritage. (2017, February 9). Retrieved April 9, 2017, from               http://www.consilium.europa.eu/en/press/press-releases/2017/02/09-cultural-    heritage/

Overview of Diversity Management. (2014). doi:10.3726/978-3-653-03554-4/5

 

 

 

I arrived in Tokyo a few days before a business summit I was to attend in September of last year.  I wanted to take some time to take in the sights before the three day, intense, try to get it all in meeting that I knew would not allow me much time for sightseeing.  I could not wait to do some shopping, go to some of the amazing parks, visit the Imperial Palace, and of course, eat some of the best sushi in the world.

From the moment I got off the airplane at the beautiful Haneda airport, I was overwhelmed by the level of kindness and out of the ordinary politeness of every one I encountered.  Polite, and as I later learned, “teinei” (polite in Japanese) is an understatement.  From the restroom attendants, the people that helped me find baggage claim and retrieve my luggage, to my driver, to the bellman, concierge, hotel workers, and restaurant workers I encountered during my first day in Tokyo, everyone was so incredibly polite.  It was almost a little uncomfortable at times but after the second day, I really started to enjoy being around people that were so genuinely nice and polite.  I even upped my level of politeness and not out of feeling obligated but because it felt good to go out of my way to be ever-so-polite.

Prior to my trip to Japan, I had done a little research on business etiquette and culture as every country is different and you certainly do not want to offend anyone while trying to conduct business in their country.  I found that it is important to accept a business card from your Japanese colleague with both hands and read it before you put it away (never in your back pocket), that they are a collectivist culture and value the team over the individual contribution, and that they are very gracious and “teinei”.   To the Japanese, being polite is a way of showing respect and it is in ones’ best interest to honor their business culture by understanding and following their lead.

Understanding the cultural differences of those that you work with or come into contact with is important as we attempt to navigate the global marketplace.  Having cross-cultural awareness is essential and may save you from the repercussions of cultural blunders (Results of Poor Cross Cultural Awareness, 2016).   In other words, let’s learn from the Japanese and try to be a lot more polite as we conduct ourselves out in this globalized world.

Work Cited:

Moran, R., Abramson, N., and Moran, S. (2014). Managing cultural differences. (9th ed.). New York, NY: Routledge.

Results of Poor Cross Cultural Awareness. (2016, April 19). Retrieved January 18, 2017, from http://www.commisceo-global.com/blog/results-of-poor-cross-cultural-awareness

 

       In order to create a successful marketing campaign an understanding of the cultural values, practices and norms is imperative. To transition a business internationally there needs to be an intentional focus on the cultural practices and idiosyncrasies of the particular nation. This is found through a detailed understanding of the nation and the use of effective marketing. The U.S. and Western Europe vary in their social practices, ideals and beliefs. According to a study conducted by the Pew Research center, Americans are more individualistic, religious, and conservative than most of Western Europe. Understanding Western European ideals will allow for an American brand to successfully transition into a foreign market. For the purposes of this blog post I am going to discuss the necessary aspects of transitioning a fictional, American, lingerie company into the French lingerie market.

    To implement a marketing campaign in France, Lula Mae Lingerie needs to understand the social, and cultural differences between the U.S. and France. This will help avoid business gaffes, and develop a plan that will appeal to the French lingerie market. Hofstede’s Cultural Dimensions can be used to compare averages from the U.S. and France.  The United States is considered a low power distance, high masculinity, low long-term orientation, and high individualism culture. Whereas France has a high power distance, low masculinity, high individualism, high uncertainty avoidance, and high long term orientation. (Geert Hofstede). These differences directly affect the strategy Lula Mae Lingerie will take when advertising in France.  There are many basic cultural differences between the U.S. and France such as snapping one’s fingers, or the need to recognize voices on the telephone (Moran pg. 483).  In addition, there are deep rooted cultural differences in ideals such as the need for respect, social status and admiration that Lula Mae Lingerie should understand when advertising in France. Using the same marketing strategy in a global market is usually not beneficial for the brand or company. For this scenario, Lula Mae Lingerie is a well-known lingerie company originating from Texas that is known as sexy, comfy and country.  They have become extremely popular in the United States branding themselves as “Country Chic.”  Lula Mae Lingerie will need to rebrand themselves in order to meet the needs of French culture. 

       France is steeped in tradition and culture being geographically the largest country in Western Europe. Understanding the value France puts on social status will affect the strategy Lula Mae Lingerie takes in branding. “The French are very status conscious. Social interactions are thus affected by these social stereotypes” (Moran 480).  Lula Mae Lingerie should not try to redefine what is sexy, desirable or what is considered high class in France. Lula Mae should adopt French characteristics in their products while still allowing elements of their brand to shine through.  The French have a lot of national pride and are known for their fashion and lingerie with an emphasis on sophistication.

      Once Lula Mae understands French culture they can adapt their brand to fit French needs. Women in France want to be desired and admired (Moran 479). Lula Mae should advertise their pieces as classic with a subtle country flair to them. Rather than marketing Lula Mae as “American Country” they can incorporate subtle pieces like white ruffles that are both true to the brand but are considerate to French tastes while keeping in mind French nationalism. France places an importance on social status, I would encourage Lula Mae to use high fashion models that represent elegance rather than country charm. With an understanding of the needs and practices in France, Lula Mae Lingerie can create a campaign that is true to their brand yet transitions into the French market.  

 

References

– The American-Western European Values Gap. (2011, November 17). Retrieved April 10, 2017, from http://www.pewglobal.org/2011/11/17/the-american-western-european-values-gap/

Geert Hofstede. (n.d.). Retrieved April 9th, 2017, from https://geert-hofstede.com/united-states.html

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxon: Routledge.

Pennsylvania State World Campus. (2017b). Lesson 12: Western Europe. Retrieved April 6, 2017, from https://psu.instructure.com/courses/1826457/modules/items/21654180

Some can say that we owe a great debt of gratitude to Greece and its influence on present day democracy and the judicial system. Ancient Greece is where both the base of democracy and the modern justice system originated from. “The word democracy originates from the Greek words demos meaning people, and kratia meaning power or rule” (PSU Lesson 12). “Democracy literally means rule by the people” (PSU Lesson 12). They also implemented the process of allowing the people to vote on important matters which is the basis for our voting system today. Think about this concept for a second as it pertains to present day and Brexit. Regardless of what side someone is on in regards to Brexit it is the implementation of the Greek influence of democratic that even allows that person the option to decide whether or not Britain should remain a part of the European Union.

In addition the Athenians were the first to start deciding whether laws were legal and also began the process of separating crimes between property and criminal. Prior to this “oral laws were used and under the control and influence of the aristocratic class” (ancient origins 2014).  This meant that crimes committed by the wealthy often went without those offenders being punished the way that a commoner would. A man by the name of Draco was tasked with creating and establishing a written code of law for Athens. In addition he also determined what the punishment for crimes would be. Although his punishments were viewed by many as harsh, death for stealing cabbage for example, his laws, “granted equality before the law to all citizens of Athens regardless of social status” (ancient origins 2014).

The democratic system and adoption of this system is an important systematic process for not Western Europe but Western civilization as a whole. Without this Greek influence there would be no system for the people in place and the common man/woman would not have a say in important decisions that shape their surroundings. This is important because without democracy those things we may view as common place and a birth right would not exist. Without the adoption of democracy we would not be able to elect leaders that we believe will fight for our interests and would not be able to influence decisions that we feel strongly about.

 

Unknown Nov 14, 2014. The brutal Draconian laws od ancient Greece. Retrieved from: http://www.ancient-origins.net/history/brutal-draconian-laws-ancient-greece-002344

Pennsylvania State World Campus. (2017). Lesson 12: Western Europe. Retrieved April 7, 2017, fromhttps://psu.instructure.com/courses/1826457/modules/items/21654177

Cultural Thoughts on Brexit

I think a lot of people throughout the world were somewhat shocked that the UK referendum vote to exit the European Union passed. And now the time clock has started for the withdrawal of Britain from the EU, pending extensive negotiation. In some ways, the departure is counterintuitive, if not hypocritical, in that it contrasts with the EU’s mandate to preserve traditional and shared culture and foster the exchange of ideas between nations (Moran, Abramson, & Moran, 2014). This is in contrast as well to the diverse nature of the population of the UK. But upon closer examination, in many ways it is psychologically about getting control of the country again, and the mindset many Britons have of maintaining the UK’s cultural identity.

One of the main reasons that UK citizens were disgruntled with the European Union was that EU members, including Britain, must allow ALL European citizens to enter their country and work without restrictions. The “right of free movement” has allowed hundreds of thousands of Europeans to live and work in Britain (Telegraph View 2016). In the twelve months ending in September 2015 alone, an estimated 257,000 EU nationals arrived in the UK. The UK Office for National Statistics estimated that there were more than two million EU nationals working in the UK last year (Telegraph View 2016). This has created an abundance of negative attitude, and has instilled a condition of paranoia in the population. For example, in a study conducted by Show Racism the Red Card, it was found that more than one in four (28 per cent) of the almost 6,000 students polled believed that jobs were being taken by foreign workers and might stop them reaching their professional goals. And more than a third agreed or partly agreed with the statement “Muslims are taking over England” (Culbertson 2015).

Is this protectionist stance a sign that maybe there is too much cultural diversity in England? There has unquestionably been a continued trend toward ethnic diversity in the UK. The 2011 census showed that England and Wales have become more ethnically diverse, with minority ethnic groups continuing to rise since 1991 (O’Brien & Potter-Collins 2015). In fact, in 2011, the ethnic group population other than White British accounted for 20% (or 11 million) of the population of England and Wales compared with 14% (or 7 million) in 2001 (see Figure 1) (Jivraj 2012).

Some British citizens have embraced a globalized world, and the freedom of movement and choice that some of the benefits of belonging to the EU represent. But there are those that see the increasing mix of cultures as a loss of British identity, and deferment to Brussels, the capital of the EU, on anything related to immigration as a loss of national sovereignty (Magistad 2016). There is a fear that British culture is being diluted in similar ways to France, and that belonging to the EU is exacerbating this effect. But in this day and age, one must question what is British culture, and has the contribution of other cultures already diluted the original definition in positive ways?

When one thinks of London, lying amongst the traditional sites such as Buckingham Palace and Westminster are the famous Indian curry restaurants open all hours that the city is known for. In addition, the immense range of multi-ethnic restaurants and shops reflect flavors and cultures from around the world. The ethnic shopping centers from Soho’s Chinatown to Southall’s Indian markets are a part of London life, as is the Notting Hill Carnival, a uniquely Afro-Caribbean event that attracts a more broader portion of the British population than Afro-Caribbeans alone (Timmins 1995).

Time will be the determining factor to see if Brexit is the right choice for Britain. But one thing is certain, and that is it will take a lot more than a referendum to slow the tide of cultural diversity.

 

References:

Culbertson, Alex. (2015). Immigrants are ‘Stealing Jobs’ and Muslims are ‘Taking Over’ the Country, Young Believe. Sunday Express. Retrieved from: http://www.express.co.uk/news/uk/578401/Immigrants-stealing-jobs-Muslims-taking-over-country

Magistad, Mary K. (2016). Britain’s Undergoing an Identity Crisis. Public Radio International. Retrieved from: https://www.pri.org/stories/2016-10-06/britains-undergoing-identity-crisis

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford:Routledge.

O’Brien, Rachel & Potter-Collins, Angela. (2015). 2011 Census analysis: Ethnicity and religion of the non-UK born population in England and Wales: 2011. Office for National Statistics. Retrieved from: https://www.ons.gov.uk/peoplepopulationandcommunity/culturalidentity/ethnicity/articles/2011censusanalysisethnicityandreligionofthenonukbornpopulationinenglandandwales/2015-06-18

Jivraj, Stephen. (2012). How Has Ethnic Diversity Grown 1991-2001-2011? Dynamics of Diversity: Evidence from the 2011 Census. The University of Manchester. Retrieved from: http://www.ethnicity.ac.uk/medialibrary/briefings/dynamicsofdiversity/how-has-ethnic-diversity-grown-1991-2001-2011.pdf

Telegraph View. (2016). 20 Reasons You Should Vote to Leave the European Union. Telegraph Media Group. Retrieved from: http://www.telegraph.co.uk/news/2016/06/22/20-reasons-you-should-vote-to-leave-the-european-union/

Timmins, Nicholas (1995). London: Europe’s New Ethnic Melting Pot. Independent UK. Retrieved from: http://www.independent.co.uk/news/uk/london-europes-new-ethnic-melting-pot-1525506.html