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.

Managing Organizational Culture Change: The Case of Long-Term Care

Abstract: SUMMARY Recent research has focused on organizations as continuously confronted by forces for change. These forces may cause organizations to rethink their deeply held cultural values and beliefs in order to survive in the changing landscape. Using the long-term care industry as an exemplar, we argue that effective change requires understanding what organizational culture means, and understanding how organizational change typically occurs. Though some scholars emphasize that change is largely out of the control of organization leaders and primarily the result of evolutionary and revolutionary forces, we argue that culture change can be effectively managed. We conclude with implementation strategies for effective culture change management.

How can you capture cultural dynamics

Abstract: Cross-cultural comparison is a critical method by which we can examine the interaction between culture and psychological processes. However, comparative methods tend to overlook cultural dynamics – the formation, maintenance, and transformation of cultures over time. The present article gives a brief overview of four different types of research designs that have been used to examine cultural dynamics in the literature: (1) cross-temporal methods that trace medium- to long-term changes in a culture; (2) cross-generational methods that explore medium-term implications of cultural transmission; (3) experimental simulation methods that investigate micro-level mechanisms of cultural dynamics; and (4) formal models and computer simulation methods often used to investigate long-term and macro-level implications of micro-level mechanisms. These methods differ in terms of level of analysis for which they are designed (micro vs. macro-level), scale of time for which they are typically used (short-, medium-, or long-term), and direction of inference (deductive vs. empirical method) that they imply. The paper describes examples of these methods, discuss their strengths and weaknesses, and point to their complementarity in inquiries about cultural change. Because cultural dynamics research is about meaning over time, issues deriving from interpretation of meaning and temporal distance between researchers and objects of inquiry can pose threats to the validity of the research and its findings. The methodological question about hermeneutic circle is recalled and further inquiries are encouraged.

The Archaeology of Etruscan Society

Abstract: The late sixth century was a period of considerable change in Etruria; this change is traditionally seen as the adoption of superior models from Greece. In a radical re-alignment of agency, this book examines a wide range of Etruscan material culture - mirrors, tombs, sanctuaries, houses and cities - in order to demonstrate the importance of local concerns in the formation of Etruscan material culture. Drawing on recent theoretical developments, the book emphasises the deliberate nature of the smallest of changes in material culture form, and develops the concept of surface as a unifying key to understanding the changes in the ways Etruscans represented themselves in life and death. This concept allows a uniquely holistic approach to the archaeology of Etruscan society and has the potential for other archaeological investigations. The book will interest all scholars and students of classical archaeology. • Offers a new interpretation of Etruscan society • Brings together different types of material culture within a single coherent framework • Proposes surface as an overarching means of looking at material culture Contents Introduction; 1. Models of change in Etruria; 2. Etruscan mirrors: reflections on personal and gender identity; 3. Funerary architecture: the living and the dead; 4. Sanctuaries: the sacred and the profane; 5. Domestic architecture: public and private; 6. Urban form and the concept of the city; 7. Making Etruscan society: culture contact and (material) culture change.

Yap, Political Leadership and Culture Change in an Island Society

Abstract: Humanities Open Book Program, a joint initiative of the National Endowment for the Humanities and the Andrew W. Mellon Foundation

Model for assessing organizational culture in intercollegiate athletic departments.

Abstract: Beyer and Hannah (2000) have suggested that a major barrier to the reform of intercollegiate athletics is its cultural significance in higher education. Even leaders within the National Collegiate Athletic Association have acknowledged the need for culture change in intercollegiate athletics (Brand, 2001; Dempsey, 2000). Yet major culture change has not occurred and few studies have examined culture within intercollegiate athletic departments (Ridpath, 2008). This gap may be due, in part, to the lack of a framework with which to analyze athletic departments as organizational cultures. Schein’s (2004) model of organizational culture is the most frequently cited perspective in the literature, but it applies primarily to corporate cultures (Hatch, 2000). Several frameworks have been developed to assess college and university cultures, but intercollegiate athletics occupies a unique space between sport and education (Beyer & Hannah, 2000). Therefore, the purpose of this paper is to offer a model for assessing the cultures of intercollegiate athletic departments. The four elements of the model— institutional culture, external environment, internal environment, and leadership/power—are presented and followed by an explanation of their interaction. The paper concludes with a case study demonstrating the use of the model to define one athletic department’s culture.