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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: There is widespread concern among Trusts to change their culture and assert effective health care as a central value and public health skills, rather than the discipline itself, are seen as important for such culture change.
Abstract: Reports on a study which explored the views of key stakeholders regarding the meaning and implementation of effective health care and clinical governance in NHS Trusts, and the role for public health professionals. The authors used a national questionnaire survey to derive a sample for qualitative telephone interviews and two area case studies. The authors found that the meaning of effective health care and the means employed for implementation varied. Mergers were seen as hindrances to gaining organisational engagement whilst others, such as the White Paper on quality and the notion of clinical governance, were seen as facilitating. A widespread aspiration was a more integrated and corporate quality culture where quality was central, not marginal. The authors conclude that there is widespread concern among Trusts to change their culture and assert effective health care as a central value. Public health skills, rather than the discipline itself, are seen as important for such culture change.

5 citations

Journal ArticleDOI
TL;DR: In this article, the authors present a whole-brained approach to ensure culture change, strategy development and the implementation of core competencies in a company, including four thinking preferences and examples of the use of different language for each quadrant of the brain.
Abstract: Purpose – This paper aims to enable the reader to understand: Herrmann's whole‐brained thinking model and its impact on language and difference; trends in development and the need for team‐based whole‐brained learning; why most culture change initiatives fail; what constitutes a core competence; and how a whole‐brained approach is required to ensure culture change, strategy development and the implementation of core competencies.Design/methodology/approach – The four thinking preferences are explained and examples provided of the use of different language for each of the four quadrants of the brain. The trends in development from left‐brained to right‐brained are set out and an example provided of how whole‐brained learning is most effective. Five generic reasons for the failure of culture change initiatives are set out. The core competence of the corporation is explained as well as how it was vital to success that each quadrant of the brain, i.e. the whole brain, is applied in an integrated way to achiev...

5 citations

Journal ArticleDOI
TL;DR: The segmentation of Athapaskan-speaking groups over the past two millennia presents an unusual opportunity to observe culture change from a common base in diachronic perspective.
Abstract: The segmentation of Athapaskan-speaking groups over the past two millennia presents an unusual opportunity to observe culture change from a common base in diachronic perspective. To utilize such a “radiation” model, however, something of the Proto-Athapaskan culture base must be reconstructed. Comparison of ethnographic data provides insights into Proto-Athapaskan concepts of extrasomatic power, femaleness, death, and other cultural features. These can give form to the reconstructed aspects of Proto-Athapaskan culture developed through archaeology, linguistics, and other approaches. [Athapaskan, culture change, ethnographic reconstruction, eschatology, women, ideology]

5 citations

Journal ArticleDOI
TL;DR: In this article, an effort towards business survival, an executive team considers progressive options for the future of their organization, and the external business environment continues to change with fierce competitive forces.
Abstract: In an effort towards business survival, an executive team considers progressive options for the future of their organization. The external business environment continues to change with fierce compe...

5 citations

Journal ArticleDOI
TL;DR: In this article, the authors review the idea of path-dependent processes and study the analogues to the development of organisational cultures and the managerial implications arising from this, and propose that culture creation is analogical to a pathdependent series of events that can be described with Polya-type process models.
Abstract: In this paper, we review the idea of path-dependent processes and study the analogues to the development of organisational cultures and the managerial implications arising from this. We propose that culture creation is analogical to a path-dependent series of events that can be described with Polya-type process models. The graphical presentation of some hypothetical development paths is helpful in discussing some implications for management choices in culture change situations. Some cultures can be seen to be closer to each other, and changing from one to the other would be possible by incremental change, either by choosing to attempt to change the prevailing set of beliefs to something where the beliefs do not differ much. Alternatively, trends in environment can make cultures 'drift' so that beliefs that are quite far away from each other can get closer to each other over time. It might be possible to wait for the optimum time for change to succeed. The main function of this paper is to act as the discussion opener in path-dependency in cultures, but we also briefly discuss the implications, as well as the main shortcomings of the approach and suggestions for further research.

5 citations


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