About: Culture change is a(n) research topic. Over the lifetime, 1531 publication(s) have been published within this topic receiving 41922 citation(s). The topic is also known as: cultural change & culture changes.
Papers published on a yearly basis
01 Jan 2000-American Sociological Review
TL;DR: This article found evidence of both massive cultural change and the persistence of distinctive cultural traditions in 65 societies and 75 percent of the world's population using data from the three waves of the World Values Surveys.
Abstract: Modernization theorists from Karl Marx to Daniel Bell have argued that economic development brings pervasive cultural changes. But others, from Max Weber to Samuel Huntington, have claimed that cultural values are an enduring and autonomous influence on society. We test the thesis that economic development is linked with systematic changes in basic values. Using data from the three waves of the World Values Surveys, which include 65 societies and 75 percent of the world's population, we find evidence of both massive cultural change and the persistence of distinctive cultural traditions. Economic development is associated with shifts away from absolute norms and values toward values that are increasingly rational, tolerant, trusting, and participatory. Cultural change, however, is path dependent. The broad cultural heritage of a society - Protestant, Roman Catholic, Orthodox, Confucian, or Communist - leaves an imprint on values that endures despite modernization. Moreover, the differences between the values held by members of different religions within given societies are much smaller than are cross-national differences. Once established, such cross-cultural differences become part of a national culture transmitted by educational institutions and mass media. We conclude with some proposed revisions of modernization theory
01 Aug 1999
TL;DR: The Organizational Culture Assessment Instrument (OCAI) as mentioned in this paper is an assessment instrument for measuring organizational culture. But it is not suitable for the assessment of human resources and does not have the capability to assess the entire organization.
Abstract: Preface. Acknowledgments. The Authors. 1. An Introduction to Changing Organizational Culture. The Need to Manage Organizational Culture. The Need for Culture Change. The Power of Culture Change. The Meaning of Organizational Culture. Caveats. 2. The Organizational Culture Assessment Instrument. Instructions for Diagnosing Organizational Culture. Scoring the OCAI. 3. The Competing Values Framework. The Value of Frameworks. Development of the Competing Values Framework. The Four Major Culture Types. Applicability of the Competing Values Model. Total Quality Management. Human Resource Management Roles. Culture Change over Time. Culture Change in a Mature Organization. Summary. 4. Constructing an Organizational Culture Profile. Plotting a Profile. Interpreting the Culture Profiles. Summary. 5. Using the Framework to Diagnose and Change Organizational Culture. Planning for Culture Change: An Example. Steps for Designing an Organizational Culture Change Process. Supplementing the OCAI Methodology. 6. Individual Change as a Key to Culture Change. Critical Management Skills. Personal Management Skills Profile. Personal Improvement Agendas. 7. A Condensed Formula for Organizational Culture Change. Appendix A: Organizational Culture Assessment Instrument (OCAI): Definition, Dimensions, Reliability, and Validity. Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument (MSAI). Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant. Appendix D: Suggestions for Improving Personal Management Competencies. Appendix E: Forms for Plotting Profiles. References and Suggested Reading. Index.
TL;DR: In this article, the authors integrate three disparate views of culture and cultural change, and present these three views for managing cultural change in organizations, and argue that to understand how organizations change, in general, it is important to understand these disparate, yet interrelated processes of cultural change.
Abstract: In this article we integrate three disparate views of culture and cultural change. With each view comes a distinct set of implications about the nature, scope, source(s), and consequences of culture change. Each view also suggests distinct implications for those who wish to manage cultural change in organizations. We argue that to understand how organizations change, in general, it is important to understand these disparate, yet interrelated processes of cultural change. We present these three views of culture and cultural change processes in organizations.
17 Mar 2012
TL;DR: The most significant trends of this period are: a fractionation of group character studies from studies of total personality to investigations of more limited components or aspects of personality; an increasing methodological rigor in child-development investigations; the emergence of social psychiatry as a major subject of specialization for anthropologists; a re-focusing of interests in culture change, from "slow" acculturation processes to processes of "rapid" culture change; the beginning of a crystallization of theory in an area that may loosely be called "communication and cognition"; and the first signs of an interest
Abstract: gories that seem to us to reflect the most significant trends of this period. These trends are: a fractionation of group character studies from studies of total personality to investigations of more limited components or aspects of personality; an increasing methodological rigor in child-development investigations; the emergence of social psychiatry as a major subject of specialization for anthropologists; a re-focusing of interests in culture change, from "slow" acculturation processes to processes of "rapid" culture change, as in revitalization movements and directed development; the beginning of a crystallization of theory in an area that may loosely be called "communication and cognition"; and the first signs of an interest in the relation of various physiological and biochemical processes to personality and culture. We have not included in the literature cited all publications relevant to the subject of culture and personality, but have tended to restrict ourselves to works by anthropologists or directed to anthropologists that undertake to extend our knowledge of the systematic
TL;DR: The notion of the sovereign consumer as a paradigm for effective forms of organizational relations has been explored in a wide variety of organizational developments: just-in-time, total quality management, culture change programmes as discussed by the authors.
Abstract: Much organizational restructuring, at least in the UK and USA, seeks to replace organizational regulation by that of the market. These developments centre around an emphasis on relations with customers - the ‘sovereign consumer’- as a paradigm for effective forms of organizational relations; they are apparent in, and underpin, a wide variety of organizational developments: just-in-time, total quality management, culture change programmes. Understanding these developments requires consideration of the discourse of enterprise of which the culture of the (internal) customer constitutes a key element. Defining internal organizational relations ‘as if’they were customer/supplier relations means replacing bureaucratic regulation and stability with the constant uncertainties of the market, and thus requiring enterprise from employees. This discourse has fundamental implications for management attempts to define working practices and relations and, ultimately, has impact on the conduct and identities of employees. Understanding these developments is not possible if analysis remains at the level of the organization. It requires that organizational restructurings, and the discourse which supports them, be located within the social and political rationality of enterprise. The certainties of management, the conviction that environmental challenge and competitive threat must be met by the cult[ure] of the customer, are due to managements’largely unquestioned acceptance of the normality and perceived good sense of the discourse of enterprise.
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