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.

Declared versus actual organizational culture as indicated by an organization's performance appraisal

Abstract: This study examines the incompatible aspects of the declared and actual organizational norms as cultural aspects. Data were drawn from a performance evaluation conducted in a large multinational pharmaceutical organization. The selected evaluation dimensions are based on the publicly articulated behavioral norms stated by top level management. The empirical model partially supported the hypothesis. Two predictors, intrinsic normative motivation dimensions and professional behaviors, showed some overlap between the declared and the actual evaluative behavior norms. One implication of this study is that organizations should make a substantial effort to instil their desired vision and norms among their members.

Increasing the Probability of Re‐Engineering/Culture Change Success Through Effective Internal Communication

Abstract: In the short time that it has been around business process re-engineering (BPR) has become one of the more fashionable ways of bringing about strategic organizational change. Many BPR programmes have been seen to fail during implementation due to employee resistance. One of the most overlooked activities within any type of strategic change programme is internal communication. Without an effective method of letting people know what has to change, how it has to change and how the changes will affect them individually people will always resist change. To increase the probability of re-engineering or culture change success an effective internal communication process, that allows everyone within the organization to participate and contribute, is essential. The problem is developing one. © 1997 by John Wiley & Sons, Ltd.

What characterises the culture of a market-oriented organisation applying a customer-intimacy philosophy?

Abstract: What characterizes the culture of A Relationship-focused Organization applying a Customer Intimacy Strategy

Inside-Out and Outside-In? Global Development Theory, Policy, and Youth

Abstract: Humanity is young: In 2006, over a third (2.2 billion) were under age 18 and almost half were under age 25. In addition, nearly the majority of young people ages 15–24 lives on less than $2 per day, 15 percent are undernourished, and 14.4 percent are unemployed. Although 85 percent of young people live in developing countries, only a fraction of adolescent development and mental health research is focused there. Efforts to shift the emphasis of such research also must engage with the prevailing views in development theory and policy that link human development with socioeconomic development in a “dual development model.” A critical cultural analysis of this model reveals both the bases and limitations of its power, and identifies an implicit cultural model of the life course within it. The model mandates society-to-individual (outside-in) investments in health and education that are expected to return reciprocal gains in lifetime productivity that benefit society as a whole (inside-out). The current burden and advantage of this equation are assessed as they bear on young people across the globe. A case is made for lifecourse cultural models as a potent framework for mediating among realities, perceptions, and behaviors at the level of youth, parents, and policies under conditions of rapid culture change.