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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: In this article, the authors propose a theoretical model linking human resource development (HRD), corporate social responsibility (CSR), corporate sustainability (CS), and business ethics, which suggests that CSR, CS, and ethics are parts of the same organizational subsystem, shaped by a complex interaction between human capital, individual moral development, habitus, organizational practices and culture, and external situational factors.
Abstract: This article proposes a theoretical model linking human resource development (HRD), corporate social responsibility (CSR), corporate sustainability (CS), and business ethics. The model development was informed by Pierre Bourdieu’s relational theory of power and practice, and by Norbert Elias’ and Michel Foucault’s theories of power and knowledge. The model suggests that CSR, CS, and ethics are parts of the same organizational subsystem, shaped by a complex interaction between human capital, individual moral development, habitus (mindsets, dispositions), organizational practices and culture, and external situational factors. The generative mechanism, or motor, driving the development and change of organizational culture, consists of power relationships that are shaped by specific figurations of various types of human capital (social, cultural, economic, and symbolic). HRD can influence this system by engaging in culture change efforts, ethics and CS-/CSR-related education and training on all levels of the ...

77 citations

Book
01 Jan 1990
TL;DR: New scenarios, new approaches the annual appraisal - overcoming the stereotype personal development assessment for change the development agenda recognizing individuality corporate culture and people managing culture change reorienting training's contribution evolving the company's career management process.
Abstract: New scenarios, new approaches the annual appraisal - overcoming the stereotype personal development assessment for change the development agenda recognizing individuality corporate culture and people managing culture change re-orienting training's contribution evolving the company's career management process.

77 citations

Journal ArticleDOI
TL;DR: In this article, a research model from a strategic management perspective is proposed for corporate social responsibility (CSR) activities by creating support networks, relationships and management of perceptions in the form of social and reputational capital.
Abstract: Corporate social responsibility (CSR) has been an important issue in business management since decades. The study proposes a research model from a strategic management perspective. On the foundation of social identity theory and resource-based perspective in developing this argument, the article theorizes CSR as a resource-generating activity by creating support networks, relationships and management of perceptions in the form of social and reputational capital. This article develops propositions for strategic use of CSR activities by creating social and reputational capita that ultimately leads to profitability. Theoretical and practical implications of the proposed model have been discussed.

77 citations

Journal ArticleDOI
TL;DR: It is suggested that effective implementation of organization-wide change in nursing homes is associated with high-quality management communications about the change, organizational readiness for change, and favorable perceptions from direct care providers about the priority of the innovation to the organization.
Abstract: Background Charged with caring for frail and disabled elders, nursing homes are complex organizations that operate under high regulatory scrutiny and low public opinion. Despite efforts to improve, many nursing home residents receive poor care. By focusing on residents' relationships, life experiences, abilities, and preferences, person-centered care represents an innovation in nursing home care. Because person-centered care requires organization-wide change, implementation can be challenging. Purpose The purpose of this research is to apply innovation implementation theory to understand factors and conditions that help or hinder the implementation of person-centered care in nursing homes. Methodology Data come from the Person-Centered Care Program conducted by the Carolinas Center for Medical Excellence. Eight nursing homes participated in the Person-Centered Care Program for 1 year. A multiple-case-study design and pattern-matching logic were employed to examine organizational factors associated with implementation effectiveness. Data sources included semistructured key informant interviews, archival documents, surveys, and expert rankings of nursing homes' implementation effectiveness. Findings On the basis of this research, we suggest that effective implementation of organization-wide change in nursing homes is associated with high-quality management communications about the change, organizational readiness for change, and favorable perceptions from direct care providers about the priority of the innovation to the organization. Notably, neither the amount of training nor the financial resources dedicated to person-centered care were associated with implementation effectiveness. Practice implications Effective implementation of person-centered care in nursing homes is most likely when management follows through with plans as advertised, when leadership teams have confidence in their ability to meet goals for change, and when change fosters smooth operations in the daily routines of direct care providers.

76 citations

Journal ArticleDOI
TL;DR: To date, nursing home culture change has been implemented differentially by higher resource facilities, and nursing homes have been responsive to state policy factors when implementing culture change.
Abstract: PURPOSE OF THE STUDY: A key directive of the Affordable Care Act of 2010 is to transform both institutional and community-based long-term care into a more person-centered system. In the nursing home industry, the culture change movement is central to this shift in philosophy. If policymakers are to further encourage implementation of culture change, they need to better understand the factors associated with implementation. DESIGN AND METHODS: Using logistic regression (N = 16,835), we examined the extent to which resident, facility, and state characteristics relate to a nursing home being identified by experts as having implemented culture change over the period 2004 through 2011. RESULTS: At baseline, the 291 facilities that were later identified by experts to have implemented culture change were more often nonprofit-owned, larger in size, and had fewer Medicaid and Medicare residents. Implementers also had better baseline quality with fewer health-related survey deficiencies and greater licensed practical nurse and nurse aide staffing. States experienced greater culture change implementation when they paid a higher Medicaid per diem. IMPLICATIONS: To date, nursing home culture change has been implemented differentially by higher resource facilities, and nursing homes have been responsive to state policy factors when implementing culture change.

76 citations


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