Topic
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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18 May 2009
TL;DR: In this article, the authors present an Action Learning Approach to Developing Organizational Fitness and Leading from a Different Place: Applying Complexity Theory to Tap Potential, Leading Change: The Eight Steps to Transformation, Breaking Away: Executive Leadership of Corporate Spinoffs.
Abstract: Foreward. CHANGE LEADERSHIP IN ACTION. A Success Story: The Case of Lucent Technologies. Creating the Individualized Corporation: The Path to Self-Renewal at General Electric. SETTING DIRECTIONS: PRINCIPLES TO GUIDE CHANGE LEADERS. Mobilizing Adaptive Work: Beyond Visionary Leadership. Leading Change: The Eight Steps to Transformation. Breaking Away: Executive Leadership of Corporate Spinoffs. TAKING ACTION: STRATEGIES FOR TRANSFORMATION. Leading Learning and Learning to Lead: An Action Learning Approach to Developing Organizational Fitness. Advanced Change Theory: Culture Change at Whirlpool Coorporation. Leading from a Different Place: Applying Complexity Theory to Tap Potential. Leading Corporate Transformation: Are You Up to the Task? BEYOND LEADERSHIP: OTHER ESSENTIAL ELEMENTS OF SUCCESSFUL CHANGE. Top Management Viewed from Below: A Learning Perspective on Transformation. The Role and Limits of Change Leadership. Leadership and Collaboration. Take-Away Lessons: What We Know and Where We Need to Go.
74 citations
TL;DR: In this paper, the authors explore the evolution of a participative, interdepartmental staff "green team" approach to the solving of environmental problems and a move towards a culture change within one of the largest UK local authorities.
Abstract: Explores the evolution of a participative, interdepartmental staff “green team” approach to the solving of environmental problems and a move towards a culture change within one of the largest UK local authorities Reveals how Kent County Council (KCC), over a period of several years, used the largely voluntary effort of a group of dedicated individuals to help with a corporate move towards sustainability Explores the management of these people in the process of cultural change and acknowledges that grass‐roots participative environmental change can be slow to break through organisational inertia and can be susceptible to collapse Shows how efforts can be undermined both by a lack of a clear corporate direction and by events beyond their own control Also focuses on the role of external trainers, as change agents, and their contribution to the environmental management programme, in supporting the emergence, motivation and maturation of these green teams Finally, in an attempt to measure the success of green teams, some of the major team outputs are mentioned, and concludes with comments on the future of the teams The use of green teams is an approach now adopted by a number of organisations but “the connection between environmental teams and the management of change is often overlooked”
74 citations
01 Apr 1998
TL;DR: The evidence suggests that the slaves were not militant cultural nationalists who sought to preserve everything African but rather showed great flexibility in adapting and changing their culture as discussed by the authors, and they probably also did not simply recommence an African culture in the New World.
Abstract: African slaves arriving in Atlantic colonies did not face as many barriers to cultural transmission as scholars such as Mintz and Price have maintained. However, they probably also did not simply recommence an African culture in the New World. If they met sufficient people from their nation to keep language and culture from dying out, this did not mean that they maintained them intact. They were, after all, in a new environment, with a new political and economic system. They had communication with people who did not share their heritage or that of their near African neighbors, including Europeans and Euro-Americans. Even if they were able to transmit their culture to a new generation, the culture passed on was not the original African culture. Afro- Atlantic culture became more homogeneous than the diverse African cultures that composed it, merging these cultures together and including European culture as well. The evidence suggests that the slaves were not militant cultural nationalists who sought to preserve everything African but rather showed great flexibility in adapting and changing their culture. Culture change in the Atlantic world: dynamics of culture In order to understand the process of cultural maintenance, transformation, and transmission, one must first understand something about what is meant by culture and particularly cultural dynamics. Anthropologists define it as a total lifeway for a society, including among other things kinship, political structure, language and literature, art, music and dance, and religion.
73 citations
TL;DR: In this article, the authors explored the connection between CRM implementation and culture and showed the tight connection between customer orientation and learning and the relationship between organisational climate and the respective occupational sub-cultures.
Abstract: Customer relationship management (CRM) has been in use for about ten years. After the post-2001 economic downturn, CRM attracted less interest in many organisations, as many benefits did not materialise. Cost-cutting strategies prevailed, despite many firms facing problems of decreasing loyalty and declining shares-of-wallet in an increasingly competitive environment. Cultural aspects emerged as important in determining success or failure in CRM implementation. This paper explores the connection between CRM implementation and culture. The model of ‘CRM culture building elements’ presented here shows the tight connection between customer orientation and learning and the relationship between organisational climate and the respective occupational sub-cultures.
73 citations
TL;DR: In this article, the effects of demographic factors and network structures on diversity and rates of change in behaviour have been studied, and the authors demonstrate that the sizes, stability and interconnectedness of past human populations could directly influence the development, spread and persistence of novel forms of behaviour.
Abstract: Creativity and innovation are conventionally viewed as consequences of individual mental processes and actions. Certain time and places are also remarkable for the pace of culture change and variety of cultural accomplishments, whereas others appear quite static. From this second macroscopic perspective, creativity can be seen as an emergent property of large numbers of interactions among individuals. Palaeoanthropologists are in a much better position to study emergent forms of innovation than individual creativity. This chapter reviews recent research concerning the effects of demographic factors and network structures on diversity and rates of change in behaviour. These studies demonstrate that the sizes, stability and interconnectedness of past human populations could directly influence the development, spread and persistence of novel forms of behaviour. Demographic conditions and social strategies are thus likely to have influenced rates of culture change and the scale of diversity over the course of human evolution. From this perspective, creativity and innovation can be seen as having multiple origins, both causally and temporally.
73 citations