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Culture change

About: Culture change is a research topic. Over the lifetime, 1531 publications have been published within this topic receiving 41922 citations. The topic is also known as: cultural change & culture changes.


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Journal ArticleDOI
TL;DR: This paper examined aspects of the experience of a male University Pro-vice-chancellor with responsibilities for equal opportunity (EO) and reflected upon attitudes within the university and efforts at equalizing opportunity; on some practical obstacles; and on some devices used to promote EO.
Abstract: This paper examines aspects of the experience of a male University Pro-Vice-Chancellor with responsibilities for equal opportunity (EO). It reflects upon attitudes within the university and efforts at equalizing opportunity; on some practical obstacles; and on some devices used to promote EO. This responsibility is anchored and explained in the context of an interest in organization development, organization culture, and the management of innovation. The paper considers EO but also scans other attempts to achieve cultural change in support of other policy aspirations: strengthening a ‘research culture’, creating a ‘teaching culture’, fostering staff development, access and community service. It considers how far change has been internally or externally driven and has been intrinsic or extrinsic, rational, persuasive or coercive, principled or pragmatic, interested or disinterested, and with what success it has been promoted by formal and informal means. The university’s membership of Opportunity 2000 is located within this analysis. An attempt is made to illuminate what has worked and why, taking account of the resilience with which change can be subverted; informal as well as formal modes of working; and the extent to which working with the grain may be effective. The paper combines practical experience of promoting EO with reflection upon the experience.

12 citations

01 Jan 2016
TL;DR: In this paper, the authors describe and analyze the changing food habits of the Japanese people in Hawaii, and identify the factors giving rise to the new food complex and food habits, in order to understand the change in food tastes and in conceptions of social status.
Abstract: T O THE savage as to the civilized man, there is nothing more important than what he eats and how he eats. In his effort best to satisfy his hunger, man everywhere and at all times finds himself caught in a complex of cultural and institutional imperatives. Furthermore, he is everywhere habituated to his customary food and the usual mode of satisfying his hunger. It is this subjective force of habits, together with the inertia of social institutions, that gives to food habits a measure of permanence. However, under certain conditions of human group life, man's food habits do change. The introduction of a new mode of eating and production of food as well as an impact of commercialized foodstuffs and new modes of cultural life, all function to modify man's pre-established food habits. In every instance the change is wrought by such external and impersonal forces as trade, rise in income, and the availability of different kinds of food, and by such subjective and personal forces as change in food tastes and in conceptions of social status. By far the most important factor to be reckoned with is the disorganization of the traditional institutions as an incident to culture contacts and change; it unfastens, so to speak, the traditional and customary control over what man eats and how he eats. A study of changing food habits is more than a problem in the field of nutrition, health, household economy and economics; it is a sociological problem as well. Indeed, so complex is this phenomenon of changing food habits and so manifold are the problems associated with it, that its study by any highly abstract discipline reveals very little of its true significance. The crux of the problem from a broader point of view seems to be to ascertain what has been the prevailing food complex of a given society and how this complex was maintained, to describe the processes through which changes have taken place in the traditional food complex, and to isolate the factors giving rise to the new food complex and food habits. So conceived, the problem falls within the wider problem of culture change and the assimilation of people into the culture complex of a new society. Within the framework of 'the dynamics of culture change, the present paper attempts to describe and analyze the changing food habits of the Japanese people in Hawaii. In other words, the process of culture contact and change is the primary interest of the study.1

12 citations

01 Jan 2017
TL;DR: In this article, the role of collaboration in school culture change strategies to support a school culture, change agent qualities, and beliefs about transference was examined in the context of rural high schools.
Abstract: Rural high schools are most impacted by a negative organizational culture. Toxic behaviors prevail over the positive ones. Perspectives about what is possible to attain become jaded when school outcomes do not match individual expectations. If leadership does not treat sustaining a positive school culture as a priority, then the successful transition to the new demands of education is unlikely. The qualitative research was founded in the conceptual framework about change and culture in schools. A grounded theory approach was used in the methodology to examine the role collaboration and leadership play in establishing culture. Research questions addressed the role of collaboration in school culture change strategies to support a school culture, change agent qualities, and beliefs about transference. Themes regarding rural school culture, leadership and change emerged from the research. Data analysis using an open coding process generated themes of culture, collaboration, change, and leadership. Findings from the analysis of the data include: intentional collaboration techniques involvement focus; maintenance of positivity, using strong communication techniques, and application of effective change agent strategies. Leaders can support a positive school culture by having a focus on relationships, scheduling time for collaboration, intentionality, organization, and having a growth mindset. This supports implementation and sustainment of a respectful school culture focused on learning.

12 citations

Journal ArticleDOI
TL;DR: The management of change is increasingly important in the public sector as mentioned in this paper and there is a growing requirement for all levels of organisation to think strategically, to lead are well as to manage.
Abstract: The management of change is increasingly important in the public sector. Legislative change and the demands of society are presenting new challenges to a sector that is, perhaps, noted more for its bureaucracy than its adaptability. The change goes deeper than the normal addition of statutory responsibilities and has a significant impact on the managerial philosophies and organisational cultures. There is a growing requirement for all levels of organisation to think strategically, to lead are well as to manage. If the public sector is to meet these challenges, and to enable service provision in an effective and efficient manner, then it must adapt to meet changes in the environment. Change manifests itself in different ways for particular services. For example, in education, LEAs are experiencing a high degree of turbulence because of a variety of Government initiatives such as ’Opting Out’, Local Management of Schools, and the changing roles of advisors, inspectors, head teachers and governors. Social Services continue to digest the implications of Care in the Community, often together with major reorganisations involving the creation of devolved or area structures. However, despite these differences, the common theme is one of ever-increasing change demanding an organisational response that is frequently nothing less than a radical transformation.

12 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202319
202239
202141
202052
201949
201857