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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01 Jan 2012
TL;DR: Schein et al. as mentioned in this paper described a high-performance business culture, supporting the front line, creating strategic alignment, and exporting culture change in a global business from an emerging market.
Abstract: Foreword by Edgar H. Schein ix Preface xiii 1. Building a High-Performance Business Culture 1 2. Supporting the Front Line 25 3. Creating Strategic Alignment 49 4. Creating One Culture Out of Many 71 5. Exporting Culture Change 91 6. Building a Global Business in an Emerging Market 113 7. Building a Global Business from an Emerging Market 133 8. Building for the Future: Trading Old Habits for New 153 Appendix: Denison Organizational Culture Survey: Overview and Resource Guide 173 Notes 195 Acknowledgments 205 The Authors 209 Index 211
55 citations
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TL;DR: This article found that unless restructuring involves an expansion of managerial positions, it is likely to disadvantage women managers, highlighting the disadvantages of poor line manager support; reinforces exclusion from the valuable informal organizational networks that provide access to career development opportunities; and renders formal equal opportunity policy monitoring ineffective.
Abstract: The Opportunity 2000 Campaign has recognized that equal opportunity policy change has to be accompanied by a process of culture change in organizations. However, sustaining commitment to an equal opportunity culture may be a difficult task in times of rapid and varied organizational change. In particular, the volume and scope of 'restructuring' that follow mergers, acquisitions, divestment, the introduction of internal markets, and other changes in business strategy often lead to 'downsizing', 'delayering', and outsourcing of business functions. This can have very variable outcomes for the careers of women managers. For them the experience of organizational restructuring is akin to participation in a lottery in which they are occasionally winners, but usually losers. This is the main finding from in-depth case studies of three large organizations in the public sector, pharmaceuticals, and financial services, which have all experienced some form of 'restructuring' over the last five years. The main conclusion of this research is that unless restructuring involves an expansion of managerial positions it is likely to disadvantage women managers. The reasons for this are that it leads to job losses in functions where women are concentrated; highlights the disadvantages of poor line manager support; reinforces exclusion from the valuable informal organizational networks that provide access to career development opportunities; and renders formal equal opportunity policy monitoring ineffective. These findings have considerable implications for organizational and national policy initiatives to achieve an equal opportunity business culture.
54 citations
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TL;DR: It was found that although culture was recognised as an intricate concept, KM programmes were often simplistically intended to “change culture”, and two instances of long-term change were identified.
Abstract: Purpose – The purpose of this paper is to investigate the relationship of knowledge management (KM) with organisational culture, a subject of interest to academics and KM practitioners. Design/methodology/approach – It is based on case study research in the voluntary sector, which is relatively less studied than the commercial or public sectors. Findings – One major finding was that although culture was recognised as an intricate concept, KM programmes were often simplistically intended to “change culture”. Two instances of long-term change were identified. Strong and persistent leadership, with a clear rationale for culture change, and also a well-established technology innovation programme, using local “champions” to help align knowledge programmes with daily work routines, did have an impact on organisational culture. Research limitations/implications – The findings provide food for thought for practitioners in the voluntary sector. As external pressures and common technology are leading the different ...
54 citations
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TL;DR: Risk perception factors are applied to explore the potential barriers and remedies to effective public health workforce emergency response.
Abstract: Since 9/11, public health has seen a progressive culture change toward a 24/7 emergency response organizational model. This transition entails new expectations for public health workers, including (1) a readiness and willingness to report to duty in emergencies and (2) an ability to effectively communicate risk to an anxious public about terrorism or naturally occurring disasters. To date, however, research on readiness education for health department workers has focused little attention upon the risk perceptions that may influence their willingness to report to duty during disasters, as well as their ability to provide effective emergency risk communication to the public. Here, we apply risk perception factors to explore the potential barriers and remedies to effective public health workforce emergency response.
54 citations
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TL;DR: The Pioneer Network as discussed by the authors is a grass-root network of individuals in the field of aging, working for deep systemic change through both evolutionary and revolutionary means, using Pioneer values and principles as the foundations for change.
Abstract: SUMMARY The Pioneer Network is a national grass roots network of individuals in the field of aging, working for deep systemic change through both evolutionary and revolutionary means, using Pioneer values and principles as the foundations for change. Pioneers are individuals who work in residential long-term care settings and community based settings, in government, research, advocacy and education whose goal is to seed and cultivate a new culture of aging. In-depth change in systems requires transformation of individual and societal attitudes toward aging and elders, transformation of elders' attitudes toward themselves and their aging, changes in the attitudes and behavior of caregivers toward those for whom they care and changes in governmental policy and regulation. Pioneers refer to this work as culture change. While maintaining its work to recreate nursing homes, the Pioneer Network has expanded its vision, mission and focus to encourage and facilitate culture change values, principles and person-ce...
54 citations