Thematische Bibliographien / Cultural change

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Auswahl der wissenschaftlichen Literatur zum Thema „Cultural change“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 22. Juni 2024

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Zeitschriftenartikel zum Thema "Cultural change"

Miller, Toby, und Pal Ahluwalia. „Cultural change, knowledge change“. Social Identities 17, Nr. 4 (21.06.2011): 457–58. http://dx.doi.org/10.1080/13504630.2011.587301.

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Barbero, Jesús Martín. „Cultural Change“. Television & New Media 4, Nr. 1 (Februar 2003): 85–106. http://dx.doi.org/10.1177/1527476402239435.

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Galinsky, Karl. „Cultural Change“. Classical Review 49, Nr. 1 (April 1999): 195–97. http://dx.doi.org/10.1093/cr/49.1.195.

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Nordstrom, Richard D., und Bruce H. Allen. „Cultural change versus behavioral change“. Health Care Management Review 12, Nr. 2 (1987): 43–49. http://dx.doi.org/10.1097/00004010-198701220-00007.

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El Karouni, Ilyess. „Institutional change as cultural change“. International Journal of Social Economics 36, Nr. 7 (05.06.2009): 762–72. http://dx.doi.org/10.1108/03068290910963699.

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Lücke, Martin. „Cultural Policy in Germany – Chance for Change?“ IASPM Journal 11, Nr. 1 (15.10.2021): 88–93. http://dx.doi.org/10.5429/2079-3871(2021)v11i1.9en.

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H. James, Harrington, und Voehl Frank. „Cultural Change Management“. International Journal of Innovation Science 7, Nr. 1 (01.03.2015): 55–74. http://dx.doi.org/10.1260/1757-2223.7.1.55.

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A lot of brilliant work has been done to develop methodologies and approaches to apply change management concepts to managing the development and implementation of projects and programs. This has resulted in major improvements in success rates, delays, and the total effectiveness of these projects and programs. Unfortunately, these endeavors have not resulted in the desired improvement in the organization’s ability to endure the constant change activities that the environment, technology, customer, and international competition have placed upon the organization. This technical paper presents a new concept called Culture Change Management (CCM) that will strengthen the total organization’s capability and willingness to accept and prosper in a rapidly changing worldwide environment. It will require a major change in the way organizational change management has been structured, minimizing the focus on projects and programs and maximizing the focus on organizational operations.

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Skog, Ole-Jørgen. „Studying Cultural Change“. Acta Sociologica 49, Nr. 3 (September 2006): 287–302. http://dx.doi.org/10.1177/0001699306067710.

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Mundy, Simon. „Cultural climate change“. Conflict, Security & Development 6, Nr. 2 (Juni 2006): 253–61. http://dx.doi.org/10.1080/14678800600739325.

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Colville, Ian, und Chris Packman. „Auditing cultural change“. Public Money & Management 16, Nr. 3 (Juli 1996): 27–32. http://dx.doi.org/10.1080/09540969609387930.

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Dissertationen zum Thema "Cultural change"

Beltramini, Sara <1995&gt. „Cultural organizations and cultural change: two cases compared“. Master's Degree Thesis, Università Ca' Foscari Venezia, 2019. http://hdl.handle.net/10579/15809.

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Organizational culture represents an important factor which characterize every type of enterprises. Understanding how internal culture origins and changes, helps in explaining how new rules and routines are adopted within the organization. Cultural enterprises are flourishing because of being an important resource in driving innovation and digitalization. Among all the cultural enterprises, a significant contribution on Italian economy is given by public museums. Public museums have been recently reformed, and this implied the arrival of new directors, selected with an international call. New museum directors must deal now with increased autonomy: they have to administrate their organization and budgets, following some financial and fiscal constraints. These new directors are now becoming “cultural entrepreneurs”. The focus of this thesis is to investigate how the organizational culture of two important public museums (the Pinacoteca di Brera in Milan and the Gallerie dell’Accademia di Venezia) have changed after this transformation.

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Garcia-Lorenzo, Luica. „Cultural transitions : organisational change and its impact in culture“. Thesis, London School of Economics and Political Science (University of London), 2001. http://etheses.lse.ac.uk/120/.

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This thesis explores, from a cultural perspective, the organisational change process resulting from a string of take-overs within Blazehard, a tyre manufacturing company in Spain. It looks at the effects of these changes in the way people reconstruct the organisation and their role as its employees through the stories they share. The first part of the thesis elaborates on the uses of culture as a conceptual tool for observing organisations and, especially, on the need to account for the complementary processes of continuity and change in social experience. The thesis proposes historical recollections, as cultural manifestations, as a vehicle that reproduces and challenges a cultural order through their reproduction and generation within that order. They articulate a space where the new and the uncertain can be made safe through their integration into the traditional and the known, thereby providing possibilities for permanence and security as well as for innovation. The research combines different methods of data gathering - interviews, documents and group discussions - and of analysis - narratives and discourses to facilitate the exploration of both the commonalties and the diverse interests and perspectives existing among Blazehard employees. The exploration of the stories shows how they compose a collectively reproduced narrative that guides -and therefore constrains- employees' historical recollections. This referential narrative is the vehicle through which people reproduce but also challenge their cultural order in the organisation. As such, storytelling is presented as the constant process of reformulation that opens possibilities for individual development within the cultural constraints that the organisation imposes on its members. The results suggest when people try to make sense of a change situation both turn to their own experiential resources and use the symbols that their cultural environment provides. It is in the tension between the two, that the conditions of fluidity and ambiguity required for a cultural transition can be created.

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Visanich, Valerie. „Generational differences and cultural change“. Thesis, Loughborough University, 2012. https://dspace.lboro.ac.uk/2134/10876.

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Young people are arguably facing complex life situations in their transition into adulthood and navigating their life trajectories in a highly individualised way. For youth in post-compulsory education, their training years have been extended, their years of dependency have increased and they have greater individual choice compared to previous youth generations. This study develops an understanding of the process of individualisation applied to youth in late modernity and explores it in relation to the neo-liberal climate. It compares the life situation of this youth generation with youth in the early 1960s, brought up with more predefined traditional conditions, cemented in traditional social structures. The processes that led to generational changes in the experiences of youth in the last forty-five years are examined, linked to structural transformations that influence subjective experiences. Specifically, the shifts of the conditions of youth in post-compulsory education are studied in relations to socio-economic, technological and cultural changes. This study discusses the Western Anglo-American model of changes in youths life experiences and examines how it (mis)fits in a more conservative Catholic Mediterranean setting. The research investigates conditions in Malta, an ex-colonial small island Mediterranean state, whose peculiarities include its delayed economic development compared to the Western setting. The core of the research comprises of primary data collection using in-depth, ethnographical interviews, with two generations of youth in different socio-historical context; those who experienced their youth in the early 1960s and youth in the late 2000s. This study concludes that the concept of individualisation does indeed illuminate the experiences of youth in late modernity especially when compared to the experiences of youth forty-five years ago. However the concept of individualisation is applied in a glocalised manner in line with the peculiarities of Malta that has lagged behind mainstream developments in Western Europe and still retained traditional features. Building on the individualisation concept, I use an empirically grounded concept of compromised choices to describe the increase in the bargaining of choice happening at different fronts in the life experiences of youth, especially in the life biography of women, choices in education and the job market and choices in consumption.

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Akehurst, Jessica Marie. „Culture, cultural discontinuity and the need for change : understanding Canadian and Chinese cultures of learning“. Thesis, University of British Columbia, 2012. http://hdl.handle.net/2429/40274.

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The purpose of this thesis is to examine sources of potential cultural discontinuity between Chinese students and Canadian teachers at an International school in China. Cultural discontinuity is a school-based process whereby culturally-based learning preferences and practices of students are discontinued at school (Ogbu, 1995). Since curriculum and classroom practices at International Schools are rooted in mainstream Western cultural values and worldviews, this dominant ideology may result in the discontinuance of cultural, value-based learning behaviours by Chinese students. This thesis delineates some of the issues that illustrate the incongruence between primary culture (home-based values) and secondary culture (school-based cultural values) and the implications for teaching and learning in British Columbian Offshore Schools. Conceptions of teaching and learning, the value and use of questioning, the issues of silence and plagiarism, and the role of the teacher and students are examined.

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Coupland, Gary. „Prehistoric cultural change at Kitselas Canyon“. Thesis, University of British Columbia, 1985. http://hdl.handle.net/2429/27059.

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This study investigates the prehistoric transition from egalitarian to ranked social structure at Kitselas Canyon, Skeena River, British Columbia. It contributes to archaeological theory by developing and testing a model of the evolution of cultural complexity. A culture historical contribution is also made in the development of a prehistoric local sequence for Kitselas Canyon. The theoretical model argues that cultural change at Kitselas Canyon occurred as a deviation amplifying process. Beginning with an initial condition of environmentally limited access to the critical salmon resource, the cultural response was to impose further access restriction by placing control of the resource in the hands of fewer and fewer individuals. An important stage in this process is the formation of corporate groups, initially organized along egalitarian lines. It is argued that ranked corporate groups emerged from egalitarian corporate groups, not as a response to subsistence-related stress, but rather as a means of consolidating control over the most productive resource locations. This model is tested against archaeological data from Kitselas Canyon. The historic period is described to elucidate the ethnographic model, which represents the comparative base for the study of prehistoric social change. Data from the Paul Mason Site at Kitselas Canyon is presented. Three cultural components at this site are identified through multivariate quantitative analysis. These results are then integrated with the existing sequence from the nearby Gitaus site to establish a five-phase prehistoric cultural sequence for Kitselas Canyon. This constitutes the temporal framework for the investigation of prehistoric social change. Social change is investigated in terms of a series of variables - residential permanency, storage, population aggregation, household variability, and status goods. Much of the investigation focusses on the Paul Mason Phase, dated at ca. 3000 B.P. This phase represents the development of salmon intensification, residential permanency, large-scale storage, and substantial population aggregation. However, there is no evidence of ascribed status differentiation, as seen historically among the Skeena River groups. This pattern is attributable to the formation of egalitarian corporate groups. This study demonstrates the importance of egalitarian corporate groups in the evolution of Northwest Coast society. Identification of such a group at Kitselas Canyon during the Paul Mason Phase supports the proposition that social ranking evolved as a deviation amplifying process with respect to resource access.
Arts, Faculty of
Anthropology, Department of
Graduate

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Ilyukhina, Oxana, und Anna Stathopoulou. „Cultural effect on the change management“. Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-45088.

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AbstractChange is incorporated in our personal and professional lives and there is no argument about that. In today’s era of constant technological and economical evolution, businesses are forced to adapt to the new circumstances by leveraging efficiency, decreasing time of adaptability in order to gain competitive advantage and survive. For this reason, the change management field’s role is considered to be crucial for all organizations in all industries. The change management process obtains multiple components among others, communication, leadership and resistance to be the most significant but at the same time the most challenging and problematic. It is widely recognized that organizational culture does play a substantial role in the overall change management process, however culture is being defined by another attribute too; nationality. Thus, the purpose of this thesis is to investigate which cultural factors influence and challenge change management. Furthermore, this research intends to investigate how masculinity versus femininity as a dimension in Hofstede’s cultural framework is reflected in the change management process.In order to address there two research questions, a qualitative multiple case study took place by obtaining data from two international companies operating in Sweden and Greece. The results of this research indicated that national culture has an impact on the change management process throughout multiple dimensions of Hofstede’s cultural framework. Last but not least, masculinity versus femininity appeared throughout all the examined change management processes. Participation and inclusion are concepts substantial for the feminine cultures whereas competition and individual benefits for the masculine ones. All these concepts for each culture should be taken into account in order to reduce change resistance and enhance the leadership efficiency. Overall, companies should take into consideration the national characteristics of the country they operate when forming strategies and applying processes in order to work an efficient and beneficial way for their employees.

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Graham, Barbara. „Changing cultures, changing teachers, a study of structural and cultural change“. Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/NQ37707.pdf.

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Aaltio-Marjosola, Iiris. „Cultural change in a business enterprise : studying a major organizational change and its impact on culture /“. Helsinki : Helsinki School of Economics and Business Administration, 1991. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=005951583&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Jeffries, Fiona Margaret. „Health promotion and Hutterite cultural change, individual and group change processes“. Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1996. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/mq21912.pdf.

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Fahy, Anna Louise. „Borderland Chinese community identity and cultural change /“. online access from Digital Dissertation Consortium, 2006. http://libweb.cityu.edu.hk/cgi-bin/er/db/ddcdiss.pl?1439475.

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Bücher zum Thema "Cultural change"

Neathey, Fiona. Cultural change. Herausgegeben von Suff Paul. London: Eclipse Group, 1997.

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1946-, Lord Gail Dexter, Hrsg. Cultural change. Lanham, Md: AltaMira Press, 2010.

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Mike, Featherstone, Hrsg. Cultural theory and cultural change. London: Sage Publications, 1992.

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American Ethnological Society. Spring Meeting. Cultural stability and cultural change. New York: AMS Press, 1994.

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Nieswandt, Martina. Fast Cultural Change. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137515506.

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Strategies for cultural change. Oxford [England]: Butterworth-Heinemann, 1994.

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Hung, Eva, Hrsg. Translation and Cultural Change. Amsterdam: John Benjamins Publishing Company, 2005. http://dx.doi.org/10.1075/btl.61.

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Ascher, William, und John M. Heffron, Hrsg. Cultural Change and Persistence. New York: Palgrave Macmillan US, 2010. http://dx.doi.org/10.1057/9780230117334.

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M, Last David, Queen's University. School of Policy Studies., Canadian Forces Leadership Institute und Challenge and Change for the Military, Institution and Profession (2002 : Kingston, Ont.), Hrsg. Social and cultural change. Montreal: Published for the School of Policy Studies, Queen's University and The Canadian Forces Leadership Institute by McGill-Queen's University Press, 2004.

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Fielding, Steven. Labour and cultural change. Manchester: Manchester University Press, 2003.

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Buchteile zum Thema "Cultural change"

Lewthwaite, Brian. „Cultural Change“. In Encyclopedia of Science Education, 1–5. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-6165-0_356-4.

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Lewthwaite, Brian. „Cultural Change“. In Encyclopedia of Science Education, 239–43. Dordrecht: Springer Netherlands, 2015. http://dx.doi.org/10.1007/978-94-007-2150-0_356.

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Zöllner, Reinhard. „Cultural Change“. In The Bonn Handbook of Globality, 799–806. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-90382-8_5.

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Swain, Peter. „Cultural change“. In The Emergence of Football, 29–57. First Edition. | New York : Routledge, 2020. |: Routledge, 2020. http://dx.doi.org/10.4324/9780203702666-4.

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Stephenson, Janet. „Cultural Change“. In Culture and Sustainability, 125–51. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25515-1_6.

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AbstractDespite culture’s tendency to stability, change does occur. This chapter draws from research-based examples of cultural change to reveal triggers and processes of cultural change. It explores how change can be initiated through adjustments in external influences, and/or internal (actor-driven) adjustments of a feature of their cultural ensemble. Cultural learning through observations, bodily experiences and social interactions can support the adoption of sustainable cultural features that others display. Where cultural change becomes widespread amongst a population, it may destabilise unsustainable regimes that would usually be beyond the power of cultural actors to influence. However, cultural change is not always a straightforward process. As the examples show, there is potential for cultural resistance, unintended consequences and inequitable impacts.

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Alexseev, Mikhail. „Are Cultural Tensions “Cultural”?“ In Cultural Change and Persistence, 81–111. New York: Palgrave Macmillan US, 2010. http://dx.doi.org/10.1057/9780230117334_5.

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Moreland-Capuia, Alisha. „Cultural Responsivity“. In Training for Change, 33–58. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-19208-2_2.

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Colander, David C., und Elgin F. Hunt. „Society, Culture, and Cultural Change“. In Social Science, 61–79. 18. Aufl. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003242390-6.

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Helmold, Marc. „Cultural Change Concepts“. In Management for Professionals, 33–42. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-77661-9_3.

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Hughes, Mark. „Organizational cultural change“. In Managing and Leading Organizational Change, 78–96. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781351265966-6.

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Konferenzberichte zum Thema "Cultural change"

Alshehri, Taghreed, Reuben Kirkham, Lynn Dombrowski und Patrick Olivier. „Designing for Culturally Sensitive Cultural Change“. In DIS '22: Designing Interactive Systems Conference. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3532106.3533512.

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Serpell, Robert. „Growing Awareness of Cultural Aspects of Psychology as a Resource for Managing Progressive Social Change“. In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2016. http://dx.doi.org/10.4087/qqji7212.

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I suggest that CCP’s early preoccupation with direct comparison between culturally-contrastive groups has been overtaken in importance by a number of trends in developmental and applied psychology. Some Western theorists now acknowledge reflexively that their interpretation of psychological variables is itself informed by a particular cultural system of meanings. A growing number of non-Western theorists have proposed alternative cultural psychologies. Mainstream developmental psychology has incorporated culture as an essential dimension of the field, leading to increasingly systemic theories. Cultural sensitivity is widely perceived as essential for the design and interpretation of psychological assessment. The IACCP has contributed to these trends by fostering inter-cultural communication among psychologists working in many different cultural contexts around the world. Collectively, they are in a position to impress on the next generation of planners and policy-makers the importance of culture in the formulation of strategies for managing progressive social change.

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GARTMAN, JERALD, und JOHN FARGHER, JR. „Managing the TQM cultural change“. In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3212.

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Kleijsen, A., und T. van Wingerden. „Change management and cultural differences“. In Asset Management Conference (AM 2016). Institution of Engineering and Technology, 2016. http://dx.doi.org/10.1049/cp.2016.1401.

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Mangundjaya, Wustari. „Is There Cultural Change In The National Cultures Of Indonesia?“ In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2013. http://dx.doi.org/10.4087/zfmu4427.

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Understanding of the national culture as well as the local culture can give people an advantage in understanding and developing intercultural knowledge and skills. It is also useful for achieving a successful life in this challenging global world. In order to understand a nation’s people it is important to understand their values and culture. Indonesia consists of thousands of islands and people of various ethnicities, which consequently affect Indonesia’s culture as a whole nation. This research was done at one of Indonesia’s stateowned companies. It comprised 2025 respondents from various ethnic backgrounds such as: Balinese, Batak, Javanese, Minangkabau, Sundanese and others. The questionnaire used was developed on the basis of Hofstede’s work on values. The study showed that respondents (the employees of Company XYZ) were high on Uncertainty Avoidance, Power Distance, Future Time Orientation, Individualism, and Masculinity. This findings is different from the stereotype of Indonesian people as well as from Hofstede’s findings (Hofstede & Hofstede, 2005), which indicated that Indonesian people score higher on the Collectivist and Feminist dimensions, and lower onUncertainty Avoidance.This raises the question of whether there has been a cultural change or whether the results reflect only the impact of organizational culture. Although this study consists of a large sample, the results cannot be generalized to all Indonesian people. In this regard, future research should be carried out in order to obtain an accurate profile of Indonesia, taking into account that Indonesia is very diverse country.

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Robert, Sam. „Linguistic and Cultural Shifts of the Aranadan Tribe in Kerala“. In GLOCAL Conference on Asian Linguistic Anthropology 2019. The GLOCAL Unit, SOAS University of London, 2019. http://dx.doi.org/10.47298/cala2019.10-3.

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Language and cultural shifts are the major causes of endangerment of any community, which begins from minor switching of practices and verbal repertoires and ends with a whole change of community, and finally culminates in the community losing its own identity. Language shift usually takes place in a bilingual or multilingual speech community. It is a social phenomenon, whereby one language replaces another in a given society due to underlying changes in the composition and aspirations of the society. This process transitions from speaking the old to the new language. This is not fully a structural change caused by the dynamics of the old language as a system. The new language is adopted as a result of contact with another language community. The term language shift excludes language change which can be seen as an evolution, and hence the transition from older to newer forms of the same language. Contact between two or more cultures often leads to different sociological processes such as acculturation, cultural change, cultural genocide, and cultural shift. Cultural shift occurs when a community gives up its own socio-cultural practices like customs, rituals and traditional beliefs, and is characterized by changes in cultural symbols, rules of behavior, social organizations, or value systems. It differs from the process of cultural change in which a community’s culture can evolve independently. Shifts may take place at the level of an individual speaker who gradually forgets or shifts to another language and consequently this language spreads to an entire community. This phenomenon can be seen among the Aranadans, a primitive tribal community found mainly in the Malappuram district and in other Northern districts such as Kasargode and Kannur of Kerala, owing to their irreverence towards the preservation of their own language and culture. The socio-ecological, psychological and educational factors impact their language and cultural shifts. This paper illustrates and clarifies the reasons for the language and cultural shifts of the Aranadan tribal community.

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MATEI, Mirabela-Constanța, Alexandru-David ABRUDAN, Leonard-Călin ABRUDAN und Maria-Madela ABRUDAN. „MODELLING TOURISM AND CULTURE EXPENDITURE IN ROMANIA – EVIDENCE OF CHANGE IN CULTURAL VALUES“. In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/01.12.

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The world is constantly changing. And the pace of this change seems to be faster and faster. National culture is no exception. Although long viewed as difficult to change, cultural values also seem to be subject to the pressure of change. The importance of leisure time, considered a characteristic of indulgent cultures, is subject of analysis in this paper. The main purpose of this paper is to analyse whether the evolution of expenditures on tourism and cultural activities has had an upward evolution so as to justify the increase in the share of people who attach great importance to leisure time. To achieve this goal, we analysed the secondary data from WVS and performed a mathematical modelling of two sets of statistical data for the interval 2000 and 2020. The results showed that the growing importance of leisure time suggested by the analysis of WVS data is also supported by the evolution of spending on tourism and cultural activities. the implications are multiple. The question is whether cultural values are stable enough to be used in the cultural characterization of countries based on scores of cultural dimensions. Of course, research on several other cultural values is needed.

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Skyba, Eleonora. „SOCIO-CULTURAL CHANGE AND GENDER IDENTITY“. In INTEGRACIÓN DE LAS CIENCIAS FUNDAMENTALES Y APLICADAS EN EL PARADIGMA DE LA SOCIEDAD POST-INDUSTRIAL. European Scientific Platform, 2020. http://dx.doi.org/10.36074/24.04.2020.v3.33.

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Siokos, George, und John M. Karish. „Integrating Safety Leadership and Cultural Change“. In SPE/IADC Drilling Conference. Society of Petroleum Engineers, 2007. http://dx.doi.org/10.2118/105934-ms.

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Chun, Lu, und Wang Wen. „Discussion on Muslim law Cultural Change“. In 2014 International Conference on Economic Management and Social Science (ICEMSS 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/emss-14.2014.60.

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Berichte der Organisationen zum Thema "Cultural change"

Giuliano, Paola, und Nathan Nunn. Understanding Cultural Persistence and Change. Cambridge, MA: National Bureau of Economic Research, Juli 2017. http://dx.doi.org/10.3386/w23617.

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King, Rick T. Army Transformation: A Cultural Change. Fort Belvoir, VA: Defense Technical Information Center, März 2008. http://dx.doi.org/10.21236/ada478330.

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Weast, Brad. Measuring Cultural Change - A Management Focused Approach To Improving The Safety Culture. Fort Belvoir, VA: Defense Technical Information Center, Mai 2002. http://dx.doi.org/10.21236/ada421054.

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Fernández, Raquel, Sahar Parsa und Martina Viarengo. Coming out in America: AIDS, Politics, and Cultural Change. Cambridge, MA: National Bureau of Economic Research, März 2019. http://dx.doi.org/10.3386/w25697.

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Chai, Sun-Ki. Coherence-Based Modeling of Cultural Change and Political Violence. Fort Belvoir, VA: Defense Technical Information Center, August 2010. http://dx.doi.org/10.21236/ada549048.

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Johnson, Fred. Assessing Cultural Change in the United States Army Recruiting Command. Fort Belvoir, VA: Defense Technical Information Center, November 2008. http://dx.doi.org/10.21236/ada494715.

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Schell, Laurie. Introduction to Case-making and Systems Change in Arts & Cultural Education. Creative Generation, Februar 2022. http://dx.doi.org/10.51163/creative-gen009.

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Introduction to Case-making and Systems Change in Arts & Cultural Education is an overview of a collaborative project between Creative Generation and ElevateArtsEd undertaken to better understand how practitioners - such as artists, educators, community leaders, and more - can make the case for and also advocate through arts and culture to drive systemic change and address complex challenges. The project seeks to expand the knowledge base of case-making and systems change in the field of arts and cultural education and provide resources to support effective actions for practitioners and young creatives. Investigating both the theory and the practice of case-making, the introductory article draws on research from three distinct sectors: cultural, education, and social justice. The approach represents both the science of advocacy-- building blocks for understanding what effective advocacy looks like-- and the art of advocacy with calls for improvisation, adaptability, and generative thinking, all characteristics of art making. The article describes six key learning themes and an expanded model for advocacy focused on self, field, and sector through an overarching lens of social justice.

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Higgins, Daryl. Protecting children from abuse in organisations needs leadership and cultural change. Australian Catholic University, September 2017. http://dx.doi.org/10.24268/fhs.8341.

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García Canclini, Néstor, Ronald Inglehart, Wayne E. Baker und Camile Herrera. Cultural Capital and its Impact on Development: Modernization, Cultural Change, and the Persistence of Traditional Values: Culture Industries and the Development Crisis in Latin America. Inter-American Development Bank, Oktober 2001. http://dx.doi.org/10.18235/0007946.

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Camilo Herrera (1975-), Colombian sociologist and economist, founding director of the Center for Cultural Studies for Political, Economic and Social Development in Bogotá. Ronald Inglehart (1934-), North American political scientist, Director of Institute for Social Research at University of Michigan; and Wayne E. Baker, Faculty Associate. Néstor García Canclini (1939-), distinguished Argentine philosopher and anthropologist, Casa de las Americas Prize (1981), and Director of Urban Culture Studies at UNAM.

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Howey, Meghan. Climate Change, Sea-Level Rise, and the Vulnerable Cultural Heritage of Coastal New Hampshire. University of New Hampshire Libraries, 2018. http://dx.doi.org/10.34051/p/2020.330.

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