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.

The Changing Consumer

Abstract: SUMMARY Sustaining “culture change” in long-term care or any other social system requires change in the underlying social structures that support a given culture. Due to the “medicalization” of contemporary long-term care, the cultural meanings of aging and disability have been increasingly defined and maintained through social structures associated with the medical professions. The “culture change” movement in long-term care is seeking to balance the power of the medical professions with more consumer empowerment. Over the next two decades, consumer empowerment will be supported by important demographic and socio-economic changes in the older population. Demographic empowerment will come from relatively small cohorts of older persons, declining disability rates, and stronger supports from informal caregivers. Socio-economic empowerment will come from higher levels of income, wealth, and educational attainment. Together these trends should provide powerful support to a more consumer-driven culture of long...

‘Multi-directional management’: Exploring the challenges of performance in the World Class Programme environment

Abstract: Driven by the ever-increasing intensity of Olympic competition and the ‘no compromise – no stone unturned’ requirements frequently addressed by HM Government and its main agency, UK Sport, a change in culture across Olympic team landscapes is a common occurrence. With a focus on process, this paper presents reflections from eight current or recently serving UK Olympic sport Performance Directors on their experiences of creating and disseminating their vision for their sport, a vital initial activity of the change initiative. To facilitate a broad overview of this construct, reflections are structured around the vision’s characteristics and foundations, how it is delivered to key stakeholder groups, how it is influenced by these groups, the qualities required to ensure its longevity and its limitations. Emerging from these perceptions, the creation and maintenance of a shared team vision was portrayed as a highly dynamic task requiring the active management of a number of key internal and external stakehol...

The Effect of Organizational Culture on the Implementation of Knowledge Management

Abstract: The focus of the majority of knowledge management (KM) research to date has been on advanced technology and techniques used to facilitate knowledge sharing (Davenport and Prusak, 1998) A knowledge organization has been defined as “an entity that realizes the importance of its knowledge, internal and external, to the organization, and applies techniques to maximize the use of this knowledge to its employees, shareholders and customers” (Liebowitz and Beckman, 1998) However, any firm interested in making the transition to becoming a knowledge organization has to ensure that its culture is aligned with the requirements for KM success Not to do so risks KM being underutilized, ignored, or abandoned by the firm’s employees As attractive as KM is for enhancing an organization’s operations, many commonly agree that there is an important precondition Davenport (1997) says that twothirds of a firm’s KM efforts should focus upon organizational and cultural issues Rifkin (1996) quotes Bob Buckman as saying “What’s happened here [successful use of KM at Buckman Laboratories] is 90% culture change You have to change the way you relate to one another If you can’t do that, you won’t succeed” Mizumori (1998) reports “The greatest challenge to implementing effective Knowledge Management is to transition Knowledge Hoarders into Knowledge Sharers” Thus, one needs to understand what the culture of the firm is, and one needs to understand whether or not this culture will enable KM or hinder KM Schein (1992) defines corporate culture as “A pattern of shared basic beliefs that the group learned as it solves its problems of external adaptation and internal integration, that has worked well enough to be considered valid, and

Culture change in aged care: the Eden Alternative(TM)

Abstract: Objective: The purpose of this article is to provide an overview of the values that The Eden Alternative represents. The benefits, challenges and potential risks, associated with implementing this ...