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.

Cultural Transmission and Cultural Change

Abstract: STUDENTS OF ACCULTURATION agree that in every contact situation some aspects of the native culture change more than others, but they do not agree on why this is so, nor on how to characterize that which has changed and that which has not in categories that have cross-cultural validity. Nor do they understand why a change in one area of culture sometimes precipitates radical change or disorganization throughout the entire culture pattern while other times a very modest or even negligible readjustment occurs. Two recent surveys of the literature on acculturation2 call for additional research on the problem of different rates of change in various aspects of culture. This paper explores a tentative general proposition, one not mentioned in the above surveys, which aids in the ordering of data gathered among the MandanHidatsa Indians of North Dakota on differential culture change.

Theoretical foundations guiding culture change: The work of the Partnerships in Dementia Care Alliance

Abstract: Longstanding concerns about quality care provision, specifically in the area of long-term care, have prompted calls for changing the culture of care to reflect more client-driven and relationship-centred models. Despite an increase in culture change initiatives in both Canada and the United States, there is insufficient information about the theories and approaches that guide culture change. The purpose of this paper is to describe a culture change initiative currently underway in Canada, the Partnerships in Dementia Care Alliance, and the theoretical foundations informing our work. More specifically, we describe how the theoretical and philosophical underpinnings of the Alzheimer Disease and Related Dementias framework, the authentic partnership approach, participatory action research and Appreciative Inquiry have been integrated to guide a culture change process that encourages working collaboratively, thinking and doing differently and re-imagining new possibilities for changing the culture of dementia care.

The Impact of Social Media on Consumers' Acculturation and Purchase Intentions

Abstract: Social media has emerged as a significant and effective means of assisting and endorsing activities and communications among peers, consumers and organizations that outdo the restrictions of time and space. While the previous studies acknowledge the role of agents of culture change, it largely remains silent on the role of social media in influencing acculturation outcomes and consumption choices. This study uses self-administered questionnaire to collect data from 514 Turkish-Dutch respondents and examines how their use of social media affects their acculturation and consumption choices. This research makes a significant contribution to consumer acculturation research by showing that social media is a vital means of culture change and a driver of acculturation strategies and consumption choices. This study is the first to investigate the role of social media as an agent of culture change in terms of how it impacts acculturation and consumption. The paper discusses implications for theory development and for practice.

Successful strategies for implementing biopsychosocial screening

Abstract: Objective: This commentary integrates successful screening implementation strategies applied in four institutions in the United States and the accumulated knowledge from international leaders about how to engage key professionals and administration in partnering to create a culture of screening. Methods: As in clinical practice, it is first necessary to know the patient's story, potential resources and what motivates them to coordinated meaningful action. Introducing a comprehensive program of screening shares similarities with clinical care but also requires additional insights and an understanding of what motivates institutions to make resources available. Specific behaviors that are tailored to the values of particular professions and the institution are described to increase the likelihood of program uptake. Once key professionals and administration understand the value of screening and not before, a screening implementation plan is put into place. Results: Since the 1990s our screening programs have been successfully implemented in four settings: three NCI Designated Comprehensive Cancer Centers and one community hospital. It is estimated that more than 15,000 cancer outpatients have been screened for distress and cancer-related problems. These programs have demonstrated that biopsychosocial screening programs can be integrated into busy outpatient cancer clinics as part of standard clinical care. Conclusions: Screening involves an intervention that impacts patients, clinical systems, the institution and staffing levels of psychosocial providers. Provision of scarce resources, active engagement of key professionals and administration will only occur if the stakeholders have a clear sense of the benefits for them. Implementing a screening program creates culture change and culture change not only takes time, but active engagement, patience and persistence. Copyright © 2011 John Wiley & Sons, Ltd.