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Journal articles on the topic 'Cultural performance'

To see the other types of publications on this topic, follow the link: Cultural performance.

Author: Grafiati

Published: 4 June 2021

Last updated: 24 January 2023

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1

Sharma, Dr Ritu. "Exploring the Cultural Value & Performance Congruence." International Journal of Scientific Research 3, no. 3 (June 1, 2012): 332–34. http://dx.doi.org/10.15373/22778179/march2014/114.

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2

Irwin, Rita L., Tony Rogers, and Yuh-Yao Wan. "Making Connections Through Cultural Memory, Cultural Performance, and Cultural Translation." Studies in Art Education 40, no. 3 (1999): 198. http://dx.doi.org/10.2307/1320862.

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3

Cryle, Peter. "Teaching for Cultural Performance." Australian Journal of French Studies 33, no. 2 (May 1996): 278–88. http://dx.doi.org/10.3828/ajfs.33.2.278.

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4

Mitchell, Rebecca, Brendan Boyle, and Stephen Nicholas. "Cross‐cultural group performance." Learning Organization 18, no. 2 (March 8, 2011): 94–101. http://dx.doi.org/10.1108/09696471111103704.

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5

Landau, Mark J., Jeff Greenberg, and Zachary K. Rothschild. "Motivated Cultural Worldview Adherence and Culturally Loaded Test Performance." Personality and Social Psychology Bulletin 35, no. 4 (January 22, 2009): 442–53. http://dx.doi.org/10.1177/0146167208329630.

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6

Ningrum, Endah Prawesti, and Regina Jansen Arsyah. "Effect of Intellectual Capital on Organizational Performance Moderated by Cultural." Webology 19, no. 1 (January 20, 2022): 1815–23. http://dx.doi.org/10.14704/web/v19i1/web19121.

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This study analyzes Organizational Performance which is the influenced by intellectual Capital moderated by culture. The method used in this research is by surveying and distributing questionnaires based on the time horizon using a cross section study. The population manufacturing companies in MM2100 area using convenience sampling. Regression analysis and inferential statistics, descriptive statistics is used by data analysis technique. The intellectual shows positive and significant impact on organizational performance and cultural as a moderating effect in this results. This research imply that by increasing intellectual and cultural Capital will be more effective on improving organizational performance.

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7

Aguilar, Mario I., David Parkin, Lionel Caplan, and Humphrey Fisher. "The Politics of Cultural Performance." Journal of the Royal Anthropological Institute 3, no. 3 (September 1997): 642. http://dx.doi.org/10.2307/3034816.

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8

LEE, Lisa H. "Cultural Performance, Subjectivity and Space:." Geographical review of Japan, Series B. 74, no. 1 (2001): 78–91. http://dx.doi.org/10.4157/grj1984b.74.78.

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9

Caraganciu, Anatolie. "Cultural Variations and Business Performance." International Journal of Business Intelligence Research 4, no. 2 (2013): 67–71. http://dx.doi.org/10.4018/jbir.20130401rev.

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10

Day, Abby, and Gordon Lynch. "Introduction: Belief as Cultural Performance." Journal of Contemporary Religion 28, no. 2 (May 2013): 199–206. http://dx.doi.org/10.1080/13537903.2013.783315.

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11

Ness, Sally Ann. "Understanding Cultural Performance: "Trobriand Cricket"." TDR (1988-) 32, no. 4 (1988): 135. http://dx.doi.org/10.2307/1145894.

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12

Alexander, Bryant Keith. "Cultural Struggles: Performance, Ethnography, Praxis." Text and Performance Quarterly 34, no. 4 (September 3, 2014): 416–18. http://dx.doi.org/10.1080/10462937.2014.941386.

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13

Slowikowski, Synthia Syndnor. "Cultural Performance and Sport Mrscots." Journal of Sport and Social Issues 17, no. 1 (April 1993): 23–33. http://dx.doi.org/10.1177/019372359301700104.

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14

Drewal, Margaret Thompson. "The Politics of Cultural Performance." American Anthropologist 99, no. 2 (June 1997): 416–17. http://dx.doi.org/10.1525/aa.1997.99.2.416.

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15

Hendry, John, and Veronica Hope. "Cultural change and competitive performance." European Management Journal 12, no. 4 (December 1994): 401–6. http://dx.doi.org/10.1016/0263-2373(94)90026-4.

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16

Munro, Rolland. "The Cultural Performance of Control." Organization Studies 20, no. 4 (July 1999): 619–40. http://dx.doi.org/10.1177/0170840699204005.

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17

Jyoti, Jeevan, and Sumeet Kour. "Cultural intelligence and job performance." International Journal of Cross Cultural Management 17, no. 3 (July 5, 2017): 305–26. http://dx.doi.org/10.1177/1470595817718001.

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The study generalizes the concept of cultural intelligence (CQ) as a key competency in Indian context due to its diverse cultures. Cultural intelligence is a capability, which increases the manager’s ability to effectively interact with people belonging to other cultures. The purpose of the study is to examine the mediating role of cross-cultural adaptability (CCA) in between CQ and the job performance relationship and the moderating role played by work experience and language proficiency in between CQ and CCA relationship. The data for the study have been collected from 342 managers of nationalized banks in Jammu and Kashmir (India). Exploratory factor analysis and confirmatory factor analysis have been conducted to explore and validate the factor of different constructs. Hypotheses have been tested through structural equation modeling. The study reveals that CCA mediates the relationship between CQ and job performance. Further, previous work experience and language ability act as moderators between the CQ and CCA relationship. Further, moderated mediation analysis also confirmed significant indirect effect. Implications and limitations of the study have also been discussed.

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18

Johnson, Carolyn Schiller. "The Politics of Cultural Performance." American Ethnologist 25, no. 3 (August 1998): 509–10. http://dx.doi.org/10.1525/ae.1998.25.3.509.2.

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19

HUGHES, GEORGE, and KAROLE DAVIDSON. "Human Performance Measurement: Cultural Changes." Naval Engineers Journal 119, no. 1 (October 2007): 65–69. http://dx.doi.org/10.1111/j.0028-1425.2007.00005.x.

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20

Kostis, Pantelis C., Kyriaki I. Kafka, and Panagiotis E. Petrakis. "Cultural change and innovation performance." Journal of Business Research 88 (July 2018): 306–13. http://dx.doi.org/10.1016/j.jbusres.2017.12.010.

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21

Casson, Mark. "Cultural Determinants of Economic Performance." Journal of Comparative Economics 17, no. 2 (June 1993): 418–42. http://dx.doi.org/10.1006/jcec.1993.1033.

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22

Free Culture NL, Fossil. "Performance y activismo. Contrapublicidad como estrategia por la justicia climática." Revista SOBRE 7 (June 15, 2021): 98–121. http://dx.doi.org/10.30827/sobre.v7i.21516.

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Fossil Free Culture NL (FFC-NL) es un colectivo de artistas y activistas radicado en los Países Bajos, cuyo principal objetivo es romper los patrocinios y vínculos entre las corporaciones de combustibles fósiles y las instituciones culturales. A través de sus propuestas artísticas, FFC-NL evidencia la disonancia cognitiva entre la misión de una institución cultural que promueve y preserva la cultura, y la aceptación de fondos de una corporación que es responsable de la destrucción de culturas y los sistemas naturales que sostienen la biodiversidad en este planeta, incluida la vida humana. Sin estos sistemas la cultura no sería posible. Con sus acciones performáticas y estrategias de contrapublicidad, su trabajo ha conseguido importantes logros, como que el Museo Van Gogh (2018) y el Concertgebouw (2020) rompieran los lazos con Royal Dutch Shell, logrando una plaza de los Museos (Museumplein) de Ámsterdam, corazón cultural de los Países Bajos, libre de combustibles fósiles.

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23

Reinelt, Janelle G. "Performativity and Performance, and: Performance and Cultural Politics (review)." Theatre Journal 49, no. 3 (1997): 380–83. http://dx.doi.org/10.1353/tj.1997.0069.

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24

Braendle, Udo, and Markus Stiglbauer. "Cultural diversity in German boards." Problems and Perspectives in Management 15, no. 3 (October 27, 2017): 179–82. http://dx.doi.org/10.21511/ppm.15(3-1).2017.01.

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The rise of MNCs, the expansion of the EU and several M&amp;As have exposed German boards to a variety of cultures. But does diversity in the boardrooms improve performance? Based on an empirical study on German publicly listed companies, this unique research into cultural diversity answers the question if the level of cultural variety and cultural distance on boards of directors have an influence on firm performance in Germany. The results, which show a negative, linear influence of both cultural variety and cultural distance on operating performance measures, show empirical support for the importance of contextual factors in the relationship between diversity and performance. The authors ask for careful consideration before implementing regulations on board diversity.

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25

Engle, Robert, and Andrew Delohery. "Cultural Intelligence�s Impact on Cross-Cultural Problem-Solving Performance." Double Helix: A Journal of Critical Thinking and Writing 4, no. 1 (2016): 1–12. http://dx.doi.org/10.37514/dbh-j.2016.4.1.04.

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26

Prencipe, Andrea, Niels Noorderhaven, and Valeria Giovannini. "CULTURAL INTELLIGENCE, CULTURAL DISTANCE, AND EXPORT PERFORMANCE OF THE FIRM." European J. of International Management 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ejim.2021.10040152.

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27

Yoon, Kay, and Andrea B. Hollingshead. "Cultural Stereotyping, Convergent Expectations, and Performance in Cross-Cultural Collaborations." Social Psychological and Personality Science 1, no. 2 (April 2010): 160–67. http://dx.doi.org/10.1177/1948550610362597.

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28

Henry Osahon, Osazevbaru, and Yahaya Garba Hassan. "Board Cultural Diversity and Firm Performance." Humanities and Social Sciences Letters 9, no. 2 (2021): 152–61. http://dx.doi.org/10.18488/journal.73.2021.92.152.161.

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29

Pitsaki, Irini. "Understanding Design for Cultural Organizations Performance." Design Principles and Practices: An International Journal—Annual Review 4, no. 3 (2010): 397–406. http://dx.doi.org/10.18848/1833-1874/cgp/v04i03/37895.

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30

Pollard, Nick. "A narrative of cultural occupational performance." Cadernos de Terapia Ocupacional da UFSCar 24, no. 1 (2016): 191–203. http://dx.doi.org/10.4322/0104-4931.ctoarf0649.

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31

Tan, Brian Roy, and Asda Chintakananda. "Home Cultural Dimensions and MNE Performance." Academy of Management Proceedings 2016, no. 1 (January 2016): 16439. http://dx.doi.org/10.5465/ambpp.2016.16439abstract.

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32

Rybczak, Emil, and Emil Rybczak. "Hamlet, Performance and Chaotic Cultural Networks." Exchanges: The Interdisciplinary Research Journal 3, no. 1 (October 7, 2015): 41–64. http://dx.doi.org/10.31273/eirj.v3i1.125.

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Since the 1960s, chaos theory has become an important but controversial tool used by scientists and mathematicians to describe physical or theoretical systems or networks. It explains how the simple can generate the complex. Its central tenets can also provide an alternative language and means of literary interpretation. This article will explore how the principles of chaos theory can be used to close read and systematise various aspects of the language and performance of Shakespeare. The argument is built upon an analysis of Hamlet, in an effort to understand the play and its reproduction as the evolution of interconnected complex networks. Various aspects of the text will be discussed, including its language, structural and character patterning, and its reproduction through performance and cinematic adaptation. Each of these topics, and the characters, devices or ideas they discuss, constitute nodes of the complex network of Hamlet as both text and idea.Responding to the cultural analysis of other scholars, this article uses Hamlet as an ideal example of how the appropriation of scientific language can defamiliarise a particular literary or dramatic artefact. This allows fresh interpretation and understanding of its location within the broader networks of theatre and culture. I suggest the possibilities of close reading literary works through the lens of chaos and suggest how they might be applied and developed in conjunction with other texts, media or performances.

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33

Bigger, Stephen. "Victor Turner, liminality, and cultural performance." Journal of Beliefs & Values 30, no. 2 (August 2009): 209–12. http://dx.doi.org/10.1080/13617670903175238.

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34

Gordon, G. G. "Cultural imperatives for industry-oriented performance." IEEE Transactions on Professional Communication 33, no. 2 (June 1990): 89–93. http://dx.doi.org/10.1109/47.56373.

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35

Pritchett, James A. "Victor Turner and contemporary cultural performance." Journal of the Royal Anthropological Institute 15, no. 3 (September 2009): 636–37. http://dx.doi.org/10.1111/j.1467-9655.2009.01577_6.x.

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36

Kern, Thomas. "Cultural Performance and Political Regime Change." Sociological Theory 27, no. 3 (September 2009): 291–316. http://dx.doi.org/10.1111/j.1467-9558.2009.01349.x.

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The question about how culture shapes the possibilities for successful democratization has been a controversial issue for decades. This article maintains that successful democratization depends not only on the distribution of political interests and resources, but to seriously challenge a political regime, the advocates of democracy require cultural legitimacy as well. Accordingly, the central question is how democratic ideas are connected to the broader culture of a social community. This issue will be addressed in the case of South Korea. The Minjung democracy movement challenged the military regime by connecting democratic ideas concerning popular sovereignty and human rights with cultural traditions. The dissidents substantiated democratic values by (1) articulating an alternative concept of political representation against the authoritarian regime, (2) increasing the cultural resonance of their concept by linking democratic ideas to traditional narratives and practices, (3) developing a rich dramaturgical repertoire of collective action, and (4) mobilizing public outrage by fusing the above three elements within historical situations.

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37

Zhang, Benzi. "THE CULTURAL POLITICS OF GENDER PERFORMANCE." Cultural Studies 25, no. 3 (May 2011): 294–312. http://dx.doi.org/10.1080/09502386.2010.483803.

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38

Nosratabadi, Saeed, Parvaneh Bahrami, Khodayar Palouzian, and Amir Mosavi. "Leader cultural intelligence and organizational performance." Cogent Business & Management 7, no. 1 (January 1, 2020): 1809310. http://dx.doi.org/10.1080/23311975.2020.1809310.

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39

Gupta, Vipin. "Cultural basis of high performance organizations." International Journal of Commerce and Management 21, no. 3 (September 6, 2011): 221–40. http://dx.doi.org/10.1108/10569211111165280.

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40

Azar, Goudarz, and Rian Drogendijk. "Cultural distance, innovation and export performance." European Business Review 28, no. 2 (March 14, 2016): 176–207. http://dx.doi.org/10.1108/ebr-06-2015-0065.

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Purpose This paper aims to examine the relationship between cultural distance (both perceived and objective), innovation and firm export performance. Design/methodology/approach Hypotheses were tested here by structural equation modeling using data from 186 export ventures into 23 international markets by Swedish companies. Findings The results indicate that managers’ perceptions of substantial cultural differences as well as objective cultural differences (gauged using Hofstede’s (1980, 2001) scores for dimensions of national culture) and subsequent environmental uncertainty when expanding into culturally distant markets triggers strategies for interacting and integrating with the market environment. These include producing and adopting innovations to processes and products and to organizational strategy, structure and administrative procedures to cope with the new environment and overcome uncertainties. These innovations and the associated competitive advantages improve firm export performance. Originality/value Despite much research into the relationship between firm internationalization and innovation, little attention has been paid to the effect of the characteristics of the foreign markets (specifically cultural differences) on firm innovation strategies. Moreover, much research has been devoted to the effect of innovation on firm export performance, but such research has mainly focused on one type of innovation, i.e. technological innovation, while the influence of organizational innovation on firm export performance has been basically ignored. The present study validates the explanatory of cultural distance (both perceived and objective) in relation to innovation strategies (technological and organizational) and export performance.

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41

Baker, Gus, and Jesus Garcia. "Culture, cultural conflicts, and work performance." Performance + Instruction 25, no. 10 (December 1986): 3–6. http://dx.doi.org/10.1002/pfi.4150251003.

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42

Kagumba, Andrew Kalyowa. "The Batwa Trail: developing agency and cultural self-determination in Uganda through Indigenous tourism and cultural performance." AlterNative: An International Journal of Indigenous Peoples 17, no. 4 (December 2021): 514–23. http://dx.doi.org/10.1177/11771801211058503.

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This article examines how Batwa—the Indigenous peoples of Southwestern Uganda—negotiate agency and cultural self-determination through touristic cultural performances held during the Batwa Trail, an Indigenous tourist attraction in Mgahinga Forest, Southwestern Uganda. I take a theoretical model that approaches Indigenous tourism and touristic cultural performances as a site of social interaction where identity and representation are negotiated. The touristic performances are crucial in articulating Batwa performance culture and as a forum where counter-narratives against the stereotypes and marginalities associated with Batwa culture are constructed. I argue that touristic performances are a strategic form of experiential and embodied practice through which Batwa identity is negotiated and expressed.

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43

Xu, Jun, and Gillian Hampden-Thompson. "Cultural Reproduction, Cultural Mobility, Cultural Resources, or Trivial Effect? A Comparative Approach to Cultural Capital and Educational Performance." Comparative Education Review 56, no. 1 (February 2012): 98–124. http://dx.doi.org/10.1086/661289.

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44

Salis, Fernando Alvares. "Comunicação para educação: uma questão de performance." Revista Contracampo, no. 15 (December 1, 2006): 183. http://dx.doi.org/10.22409/contracampo.v0i15.553.

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Este trabalho articula os campos da comunicação, educação e estudos de performance para interpretar as possibilidades de transformação cultural e de ação política sugeridas pela crescente utilização da linguagem audiovisual para a comunicação à distância. Partimos da hipótese de que é fundamental a compreensão da tripla dimensão cultural, organizacional e tecnológica do conceito de performance para que possamos interpretar o aspecto comunicacional da globalização e criar novas metodologias para a educação na cultura contemporânea. Através de uma abordagem filosófica, os aspectos normativos e transgressivos da performance e da performatividade são pensados no cruzamento entre saber e poder no horizonte da cibercultura.

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45

Martins, Tiago Costa, and Ângela Cristina Trevisan Felippi. "A performance institucional na produção da cultura regional." COLÓQUIO - Revista do Desenvolvimento Regional 19, no. 3, jul./set. (July 1, 2022): 243–64. http://dx.doi.org/10.26767/1997.

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A partir do esforço interpretativo em contextualizar a região das Missões do Rio Grande do Sul como uma construção social no tempo-espaço, conectando o passado e o presente nas dimensões sociais pertinentes, na problemática do presente estudo procura-se perceber de que forma a performance institucional contribuiu para a produção cultural de uma região, especialmente no patrimônio e na música. Em termos estruturais, neste artigo parte-se de um posicionamento teórico para instituições culturais. Após, apresenta-se um breve relato histórico para elucidar a dinâmica cultural da região. Na sequência, elencam-se as contribuições das instituições na configuração da cultura regional. Por fim, conclui-se o estudo com alguns apontamentos, especificamente argumentando-se que a produção cultural no território é fortalecida por uma significativa performance institucional.

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46

Chin, Daryl. "Asian Performance Tradition and Contemporary Cultural Reality." Performing Arts Journal 17, no. 1 (January 1995): 97. http://dx.doi.org/10.2307/3245702.

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47

Gewaily, M. "OUTSELVES Linked: Cultural Alienation in Literary Performance." Advances in Language and Literary Studies 5, no. 2 (April 28, 2014): 142–48. http://dx.doi.org/10.7575/aiac.alls.v.5n.2p.142.

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48

Grissom, Valerie, and K. Skylar Powell. "Cultural Differences in Learning from Performance Feedback." Academy of Management Proceedings 2016, no. 1 (January 2016): 11075. http://dx.doi.org/10.5465/ambpp.2016.11075abstract.

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49

Akanni, Michael, and Mohammad Ahammad. "National Cultural Distance and International Acquisition Performance." Journal of Economics, Business and Management 3, no. 2 (2015): 183–87. http://dx.doi.org/10.7763/joebm.2015.v3.177.

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50

Rhee, Eugene. "RFID-based cultural performance progress management system." International Journal of Internet Technology and Secured Transactions 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijitst.2021.10041508.

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