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Presenting a wide range of perspectives and approaches, this book grew out of presentations at two groundbreaking events on the Jamaican campus of the University of the West Indies: a symposium discussing LGBTQ experiences and research in Jamaica, and a conference that expanded the focus to provide a regional scope. Activists, artists and academics came together to challenge and change the narratives about LGBTQ issues in the Caribbean, exploring sexualities, gender identities and queer practices beyond the discourse of violence, as well as the stereotypes, assumptions and limitations presented by conventional norms around gender and sexuality.
Beyond Homophobia combines a variety of academic disciplines with poetry and prose. Its contributions move from cyberspace to the dancehall, from literary analysis to ethnographic research, from pedagogical to methodological concerns, and from thoughts on the past to ideas about the future. The collection presents a range of perspectives on and techniques with which to interrogate notions of identity, sexualities, victimhood, agency, activism, fluidity, fixity, visibility, invisibility, class, homophobia, coming out, belonging and spirituality.
By illuminating the lives, experiences, and research of and about the queer anglophone Caribbean, this volume represents a concerted attempt to move Beyond Homophobia.
The cases cover multiple industries including cement manufacturing, supermarkets, shipping, remittances, banking, tourism, rum production, shrimp harvesting, food manufacturing and airline catering, and reflect the conversations with practising managers, who raised such questions as, How does one define the Caribbean manager? How do we exploit our diaspora markets? How can small firms scale up? Where should we locate headquarters? What should be the role of regional governments? How do we pick allies and manage alliances?
The managerial challenges described are diverse: decision-makers from GraceKennedy, Goddards Enterprises or Trinidad Cement Group share practical experiences including decisions on marketing (e.g., pricing and retail locations); financing and accounting (e.g., alternative financing options); international strategy (e.g., alliances and take-overs); corporate governance; operations and personnel. All fifteen cases add to understanding emerging market multinationals, particularly those domiciled in small island developing states characterized by tiny internal markets, limited international influence and environmental fragility. They add insight to work on Caribbean entrepreneurship, business and economics and to studies of international business in developing countries.