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.

Intervening in the Cultural Constitution of Systems—Methodological Complementarism and other Visions for Systems Research

Abstract: This paper uses a culture perspective to examine the complementarist idea of combining hard, soft and critical methodologies in systems research The culture perspective is adopted because it reminds us that all research is underpinned by socially constructed meanings that often severely constrain the range of options that are possible It is particularly appropriate, therefore, in the context of a situation where systems researchers are being urged to develop their research capabilities in distinctive ways The future prospects for complementarism are examined in relation to two major factors—its cultural ‘content’, and the overall level of receptiveness to culture change in the systems community

Understanding middle managers' influence in implementing patient safety culture.

Abstract: The past fifteen years have been marked by large-scale change efforts undertaken by healthcare organizations to improve patient safety and patient-centered care. Despite substantial investment of effort and resources, many of these large-scale or “radical change” initiatives, like those in other industries, have enjoyed limited success – with practice and behavioural changes neither fully adopted nor ultimately sustained – which has in large part been ascribed to inadequate implementation efforts. Culture change to “patient safety culture” (PSC) is among these radical change initiatives, where results to date have been mixed at best. This paper responds to calls for research that focus on explicating factors that affect efforts to implement radical change in healthcare contexts, and focuses on PSC as the radical change implementation. Specifically, this paper offers a novel conceptual model based on Organizational Learning Theory to explain the ability of middle managers in healthcare organizations to influence patient safety culture change. We propose that middle managers can capitalize on their unique position between upper and lower levels in the organization and engage in ‘ambidextrous’ learning that is critical to implementing and sustaining radical change. This organizational learning perspective offers an innovative way of framing the mid-level managers’ role, through both explorative and exploitative activities, which further considers the necessary organizational context in which they operate.

Leadership and branding in business schools: A Bourdieusian analysis

Abstract: This paper explores the growth of corporate branding in higher education (HE) and its use by academic and professional managers as a mechanism for not only enhancing institutional reputation but also for facilitating internal culture change. It uses Bourdieu's framework of field, capital and habitus to analyse case studies of branding in two English business schools from the perspectives of academics, management and professional staff and students. The findings reveal a number of tensions and inconsistencies between the experiences of these groups that highlight the contested nature of branding in HE. In an era of rankings, metrics and student fees, it is suggested that branding has become an important means through which HE leaders and managers (re)negotiate the perceived value of different forms of capital and their relative positions within the field. Whilst branding operates at a largely ideological level it has a material effect on the allocation of power and resources within institutions. This is an important development in a sector that has typically privileged scientific capital and contributes towards an understanding of the ways in which leadership is ‘distributed’ within universities.

Culture change in infection control: applying psychological principles to improve hand hygiene

Abstract: Hand hygiene occurs at the intersection of habit and culture. Psychological and social principles, including operant conditioning and peer pressure of conforming social norms, facilitate behavior change. Participatory leadership and level hierarchies are needed for sustainable patient safety culture. Application of these principles progressively and significantly improved hand hygiene compared with the hospital aggregate control. Changes to hand hygiene auditing and response processes demonstrate ability to improve and sustain adherence rates within a clinical microsystem.

Culture Change as Identity Regulation: The Micro-Politics of Producing Spatial Planners in England

Abstract: Attempts to reform planning systems often draw into question the attitudes and commitments of the planners charged with realising change. Since 2001 the English planning system has been subject to a complex series of reforms designed to modernise its workings. Central to this have been calls for a culture change, focusing on professional planners in the public sector. The discourse of culture change is rooted in the managerialist thinking that has been central to long-term processes of state restructuring. Du Gay describes this as a project designed to change the identities of public servants. This article therefore explores the messy ways in which reform has sought to re-regulate the identities of English planners, and the response from planners themselves as they have begun to negotiate these changes to their identities and practices. It is argued that attentiveness to the lived experience of change can help to inform a more critical and nuanced account of the normative promises of planning reform.