Our work life is filled with emotions. How we feel on the job, what we say we feel, and what feelings we display—all these are important aspects of organizational behavior and workplace culture. Rather than focusing on the psychology of personal emotions at work, however, this study concentrates on emotions as role requirements, on workplace emotions that combine the private with the public, the personal with the social, and the authentic with the masked. In this cross-cultural study of "emotion management," the author argues that even though the goals of normative control in factories, offices, and shops may be similar across cultures, organizational structure and the surrounding culture affect how that control is discussed and conceived.

In 1997, over 17 million people visited Tokyo Disneyland, making it the most popular of the many theme parks in Japan. Since it opened in 1983, Tokyo Disneyland has been analyzed mainly as an example of the globalization of the American leisure industry and its organizational culture, particularly the “company manual.” By looking at how Tokyo Disneyland is experienced by employees, management, and visitors, Aviad Raz produces not only a cultural reading of the onstage show but also an ethnographic analysis of its production by those who work there and its reception by its customers. Previous studies have seen Disneyland as a “black ship”—an exported, hegemonic model of American leisure and pop culture—that “conquered” Japan. By concentrating on the Japanese point of view, Raz shows that it is much more an example of successful domestication and that it has succeeded precisely because it has become Japanese even while marketing itself as foreign. Rather than being an agent of Americanization, Tokyo Disneyland is a simulated “America” showcased by and for the Japanese.