Homophobic Conduct as Normative Masculinity Test: Victimization, Male Hierarchies, and Heterosexualizing Violence in Hate Crimes

Homophobic violence can be considered as an expressive act. Violent behavior can be considered as anti-homosexual when victims are chosen because they are considered or perceived as homosexual. Following this reasoning, hate crimes as homophobic crimes have a communicative value, since they represent a range of “masculinization” practices within the processes of gender socialization, both in conventional and illegitimate social worlds. Every homophobic act aims to intimidate not just the victim, but the whole group associated with the, whether concretely or merely in the perception of the perpetrator. This chapter will take into account the main research on victimization from an international perspective; it will highlight how both the gender of the perpetrator and the cultural constructions of masculinity(ies), in a heterosexist and hegemonic system, seem to play a fundamental role in producing homophobic and anti-homosexual behaviour

Examining the effects of strategies, competition intelligence, and risk culture on business performance in international enterprises

The top management of the organizations attach importance to both the cultural structure and performance by paying attention to the risk level of the decisions taken in order to be successful in the competitive environment. With the success of the organization performance, the organization of employees with different cultural characteristics of the same common value comes to the fore. Therefore, human resources and corporate culture of institutions attach importance to the management of the interaction of people from different segments in their management policies. How risks are understood and managed by employees in an organization is examined within the scope of risk culture, which depends on internal and external factors in the organization. As a result of cultural differences, both the advantages of orientation are recognized and explained and the problems that need to be managed continue to arise. This chapter sets out the existing cultural framework in organizations, and supports a bridge function and a systemic understanding of cultural differences