Diaspora and Cultural Diplomacy: Pakistan’s Underused Soft Power Potential

Authors

  • Dure Shahwar Bano PhD Scholar, Department of Political Science, University of Punjab, Lahore, Punjab, Pakistan.
  • Iram Khalid Dean of the Faculty of Behavioral and Social Sciences, University of Punjab, Lahore, Punjab, Pakistan.

DOI:

https://doi.org/10.56976/jsom.v4i4.346

Keywords:

Pakistani Diaspora, Soft Power, Cultural Diplomacy, Institutional Gaps, Image Building

Abstract

The concept of soft power is rapidly gaining attention in international relations. Under the domain of soft power, states heavily rely on their cultural assets to assert their global influence. Based on the theoretical construct of Joseph Nye's ‘Soft Power,’ this article explores the role of the Pakistani diaspora as a potent force of soft power. While there is a very strong presence of the Turkish, Indian, and Korean diasporas in promoting their culture, the potential of Pakistan’s diaspora has remained underused in creating a strong cultural identity and especially in refuting negative perceptions and building a positive image of Pakistan abroad. To explore the potential of the Pakistani diaspora and the impediments they face in promoting cultural identity abroad, this article employs a mixed-method approach. With a sequential Quan-Qual research design, it combines a quantitative survey of 40 diaspora respondents across North America, Europe, and the Gulf with three qualitative in-depth, semi-structured interviews to get a deeper understanding of the issue. Through this approach, the article identifies four major themes: structural challenges, the diaspora’s role as cultural ambassadors, the media narrative, and policy options for Pakistan. The findings of the article reveal both opportunities and constraints, and encourage diaspora-led initiatives to increase Pakistan’s international visibility.

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Published

2025-11-28

How to Cite

Bano, D. S. ., & Khalid, I. (2025). Diaspora and Cultural Diplomacy: Pakistan’s Underused Soft Power Potential. Journal of Social and Organizational Matters, 4(4), 324–339. https://doi.org/10.56976/jsom.v4i4.346

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Section

Articles