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In popular management literature corporations are sometimes loosely compared to cults. The comparison is a severe allegation as it implies the transgression of subordinate employees' integrity. This paper explores to what extent such comparisons with cults are warranted as well as the implications this has for the practice of corporate culture management. On grounds of the author's unique, first-hand experience in both corporate and cultic environments a retrospective autoethnographic (RAE) approach was chosen to further explore the supposed resemblance. The comparison is structured along Lifton's eight criteria of thought reform and reveals that although akin to cults in all aspects corporations also fundamentally differ due to the infeasibility, at least for now, of controlling the corporate environment in totalist fashion. This might explain why so many attempts to change corporate cultures fail as these initiatives are based on the anachronistic idea that culture change can be "implemented" by somehow "inculcating" employees with "company values." A sanitized form of brainwashing that fails in the corporate environment. [ABSTRACT FROM AUTHOR]

This paper presents an analysis of different positions on female genital cutting, either legitimising the practice or challenging it. The framework it offers has been developed from cultural psychological theory and qualitative data collected in Maasai communities around Loitokitok and Magadi, Kajiado County, and Samburu communities around Wamba, Samburu County, in Kenya. Over the course of one month, 94 respondents were interviewed using maximum variation sampling. Triangulation took place by means of participant observation of significant events, such as alternative rites, participation in daily activities and informal talks while staying at traditional homesteads and kraals. The framework adds to understanding of why more contextual approaches and holistic interventions are required to bring an end to female genital cutting. [ABSTRACT FROM AUTHOR]