This book is part of the Human Centered Book Trilogy, the 2021 volumes of the Routledge Human Centered Management HCM Series. HCM books are pioneering transformation from the traditional humans-as-a-resource approach of the industrial past, to the humans at the center management and organizational paradigm of the 21st century. HCM is built on talent and wellbeing of people in the workplace driving work engagement, quality standards, high performance and productivity for long-term organizational sustainability in the global VUCA (volatile, uncertain, complex, ambiguous) environment. This book was carefully crafted by recognized international human centered scholars from four continents. Although all organizations seek to have an optimal culture, unstoppable disruptions in the VUCA environment easily derail even the best efforts. Conventional assumptions of culture as a unifying organizational force are hardly defendable today. HCM maintains that culture is not only about cohesiveness and consensus but effective management of conflict and disagreements continuously testing the capacity of people to work together. This book is about organizational transformation positioning people at the center. Complementary chapters integrate as antidotes to overcome disruptions in the VUCA environment and the effects of the COVID-19 pandemic affecting people and organizations worldwide. This and its two complementary titles Soft Skills for Human Centered Management and Global Sustainability and Sensible Leadership: Human Centered, Insightful and Prudent are timely readings for leaders, managers, researchers, academics, practitioners, students and the general public responsible for organizations across industries and sectors worldwide pursuing quality standards and organizational transformation to attain sustainability.

This book is part of the Human Centered Book Trilogy, the 2021 volumes of the Routledge Human Centered Management HCM Series. HCM books are pioneering transformation from the traditional humans-as-a-resource approach of the industrial past, to the humans at the center management and organizational paradigm of the 21st century. HCM is built on talent and wellbeing of people in the workplace driving work engagement, quality standards, high performance and productivity for long-term organizational sustainability in the global VUCA (volatile, uncertain, complex, ambiguous) environment. This book was carefully crafted by recognized international human centered scholars from four continents. Although all organizations seek to have an optimal culture, unstoppable disruptions in the VUCA environment easily derail even the best efforts. Conventional assumptions of culture as a unifying organizational force are hardly defendable today. HCM maintains that culture is not only about cohesiveness and consensus but effective management of conflict and disagreements continuously testing the capacity of people to work together. This book is about organizational transformation positioning people at the center. Complementary chapters integrate as antidotes to overcome disruptions in the VUCA environment and the effects of the COVID-19 pandemic affecting people and organizations worldwide. This and its two complementary titles Soft Skills for Human Centered Management and Global Sustainability and Sensible Leadership: Human Centered, Insightful and Prudent are timely readings for leaders, managers, researchers, academics, practitioners, students and the general public responsible for organizations across industries and sectors worldwide pursuing quality standards and organizational transformation to attain sustainability.

Cultural values and idiosyncrasy1: the concept of culture is diverse among academicians. Mezias, Chen and Murphy (1999) define culture as "beyond the programming of abstract values that people hold. They claim that culture provides the categories by which we understand the world as well as the scripts and schemes we use to guide behavior." Cohen and Nathan (1998) say that "culture structures our behavior, thoughts, perceptions, values, goals, morals, and cognitive processes although usually without consciousness too." Richerson and Boyd (1996) state that "culture is information that can affect the individual behavior that someone acquires from other members of their species through teaching, imitation, and other forms of social transmission." Idiosyncrasy is the relative way of thinking that characterizes a person and in many cases is mentioned as a characteristic of a specific group of people, as when Lacki (1995) talks about the idiosyncrasy of the Peruvian farmer.

El Peru es un pais con una tasa de crecimiento constante desde los diez ultimos anos y que ofrece muchas oportunidades de negocios. Este pais tiene muchos recursos como los mineros y agricolas, razon por la cual las empresas francesas estan interesadas en invertir para ayudar al desarrollo del pais. Analizaremos como las empresas francesas pueden adaptar su manera de hacer negocios en su ingreso al mercado peruano y el tema del impacto de la cultura en sus negocios."