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"This article reveals the dialectic relationship between Teater Mamanda and the living conditions of Banjarese community. When we watch Mamanda, we watch the life and culture of the Banjarese. Without any knowledge of Banjarese society and culture we cannot possibly understand the content of a Mamanda performance as a miniature version of Banjarese society and culture. Three areas where Mamanda is performed have been studied using Paul Ricoeur?s textual theory. There are two kinds of texts, the Mamanda performance (considered as text, that is, social events fixated in the form of a performance), and the narration of the performance itself which is considered a text as well."

"This article examines notions of identity in the context of Mamanda, a traditional theatre in Banjar, South Kalimantan. The author Mamanda as a cultural symbol and describes the formulation of its identity using a semiotic approach whereby identity is conceived as a part of a binary composition fluctuating between the opposing notions of 'us' and 'other'. This is illustrated in the oppositions between the theatre's community and the state, individuals and the state, and the contradictory oppositions between the community members within Mamanda itself. This article demonstrates that identity is continually reformulated and is linked to political interests such as regional autonomy."

"Lazada adalah sebuah perusahaan retail yang mempunyai kebudayaan perusahaan yang cenderung untuk mewujudkan Work Hard/Play Hard sebagai tipe budaya perusahaan dalam kegiatan bisnisnya. Perusahaan ini memiliki perangkat aturan tertulis dan peraturan tidak tertulis yang melingkupi hampir seluruh bisnisnya. Oleh karena itu, para pegawai dibagi menjadi 13 kelompok kerja yang memiliki kepala kelompok yang membuat peraturan tidak tertulis untuk kelompoknya masing-masing dan berfungsi sebagai mekanisme kontrol. Penelitian lapangan ini dilakukan dengan menerapkan metode kualitatif yang mencakup wawancara mendalam dan observasi partisipasi.

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Lazada is a retail online company which has corporate culture that tends to realize Work Hard/Play Hard`s type of culture in its daily business activities. This company has set of written rules as well as unwritten rules which cover most of their business. Therefore, the employees are devided into 13 work teams which have head of team who create the unwritten rules for their own team and function as control mechanism. The field research is carried out by applying qualitative methods which include technique of depth interview and participation observation."