Relevant bibliographies by topics / Culture change

Academic literature on the topic 'Culture change'

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Published: 4 June 2021
Last updated: 31 January 2023

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Journal articles on the topic "Culture change"

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McKenzie, Stacey W., and Robert T. Means. "Blood Cultures and Culture Change." American Journal of the Medical Sciences 358, no. 3 (September 2019): 171–72. http://dx.doi.org/10.1016/j.amjms.2019.05.015.

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Botes, Sue. "Culture change." Nursing Standard 10, no. 43 (July 17, 1996): 17. http://dx.doi.org/10.7748/ns.10.43.17.s36.

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Posey, L. Michael. "Culture change." Pharmacy Today 18, no. 9 (September 2012): 6. http://dx.doi.org/10.1016/s1042-0991(15)31681-9.

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Porter, Benson L., and Warrington S. Parker. "Culture change." Human Resource Management 31, no. 1-2 (1992): 45–67. http://dx.doi.org/10.1002/hrm.3930310105.

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OʼConnell, Colleen. "A Culture of Change or a Change of Culture?" Nursing Administration Quarterly 23, no. 2 (1999): 65–68. http://dx.doi.org/10.1097/00006216-199901000-00007.

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OʼConnell, Colleen. "A Culture of Change or a Change of Culture?" Nursing Administration Quarterly 23, no. 2 (1999): 65–68. http://dx.doi.org/10.1097/00006216-199923020-00008.

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Font Playán, Isabel, Patricia Gudiño Pérez, and Arturo Sánchez Martínez. "Change versus organizational culture." Gestión y Estrategia 18 (July 1, 2000): 67–75. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/2000n18/font.

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Tucker, Rick. "Change of culture." Mental Health Practice 2, no. 6 (March 1, 1999): 6. http://dx.doi.org/10.7748/mhp.2.6.6.s10.

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Frazer, Eileen. "Culture and Change." Air Medical Journal 31, no. 5 (September 2012): 196. http://dx.doi.org/10.1016/j.amj.2012.06.018.

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Coulson‐Thomas, Colin. "Managing culture change." Managing Service Quality: An International Journal 1, no. 4 (April 1991): 187–92. http://dx.doi.org/10.1108/09604529110028643.

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Dissertations / Theses on the topic "Culture change"

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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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Clark, Carrie. "Culture Change in Nursing Homes." Miami University / OhioLINK, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=miami1163699847.

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Ginsburg, Alexander David. "Climate Change and Culture Change in Salluit, Quebec, Canada." Thesis, University of Oregon, 2011. http://hdl.handle.net/1794/12166.

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xiv, 143 p.
The amplified effects of climate change in the Arctic are well known and, according to many commentators, endanger Inuit cultural integrity. However, the specific connections between climate change and cultural change are understudied. This thesis explores the relationship between climatic shifts and culture in the Inuit community of Salluit, Quebec, Canada. Although residents of Salluit are acutely aware of climate change in their region and have developed causal explanations for the phenomenon, most Salluit residents do not characterize climate change as a threat to Inuit culture. Instead, they highlight the damaging impacts of globalization and internal colonialism as a more serious problem. This counter-narrative suggests that focusing narrowly on climate change can obscure the broader and more immediate challenges facing Inuit communities. Such a realization demonstrates the need for researchers to locate climate change within a matrix of non-climatic challenges in order to mitigate threats to indigenous cultures.
Committee in charge: Susan W. Hardwick, Chairperson; Alexander B. Murphy, Chairperson; Michael Hibbard, Member
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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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O'Loughlin, Bryan. "Safety culture during major organisational change." Thesis, Aston University, 1998. http://publications.aston.ac.uk/13286/.

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This research examines the effect of major changes, in the external context, on the safety culture of a UK generating company. It was focused on an organisation which was originally part of the state owned Central Electricity Generating Board and which, by the end of the research period, was a self-contained generating company, operating in a competitive market and a wholly owned subsidiary of a US utility. The research represents an attempt to identify the nature and culture of the original organisation and to identify, analyse and explain the effects of the forces of change in moulding the final organisation. The research framework employed a qualitative methodology to investigate the effects of change, supported by a safety culture questionnaire, based on factors identified in the third report of the ACSNI Human Factors Study Group; Organising for Safety, as being indicators of safety culture. An additional research objective was to assess the usefulness of the ACSNI factors as indicators of safety culture. Findings were that the original organisation was an engineering dominated technocracy with a technocentric safety culture. Values and beliefs were very strongly held and resistant to change and much of the original safety culture survived unchanged into the new organisation. The effects of very long periods of uncertainty about the future were damaging to management/worker relationships but several factors were identified which effectively insulated the organisation from any of the effects of change. The forces of change had introduced a beneficial appreciation of the crucial relationship between safety risk assessment and commercial risk assessment. Although the technical strength of the original safety culture survived, so did the essential weakness of a low level of appreciation of the human behavioural aspects of safety. This led to a limited, functionalist world view of safety culture, which assumed that cultural change was simpler to achieve than was the case and an inability to make progress in certain areas which were essentially behavioural problems.
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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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Britton, Garth Murray, and garth britton@netspeed com au. "On Reading Lines in Shifting Sands: making organisational culture relevant." The Australian National University. College of Business and Economics, 2007. http://thesis.anu.edu.au./public/adt-ANU20071105.161653.

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Despite the ubiquity of the term ‘organisational culture’ in both popular and scholarly management literature, it remains an ambiguous concept, whose practical application is recognised as being far from universally successful. Models which seem to be preferred by practitioners are often criticised as being static or mechanistic, while more dynamic scholarly approaches tend to discount the possibility of deliberately influencing organisations at the cultural level. This dissertation, instead of focussing on culture as some sort of objective or unchanging attribute of an organisation, treats it as a phenomenon emerging from social interaction and individual sense-making. It draws on, and extends, George Kelly’s Personal Construct Psychology to build a framework for understanding the production of meaning by individuals in their social context, and how this contributes to the establishment of the collective boundaries between which cultural effects are observed. This framework is applied to the case of a business school attached to a large university, which is first absorbed into its Commerce Faculty, and then dissolved into a new Department, as the overall university structure is modified. Grounded Theory methodology is used to develop an approach to the description of the cultural interaction and changes that occur, and to generate theory that goes some way to explaining how and why they do. The theory gives insight into how latent cultural distinctions become, or are made, salient and the different means by which divisions may be resolved or superseded, sometimes resulting in conflict. Implications are explored for the management of organisations undergoing change, particularly where this involves merging or restructuring organisational units, and for the training and development of managers who are to be involved in such activities. ¶ At a theoretical level, building on a constructivist and processual ontological base, the dissertation makes contributions to the understanding of behaviour in organisations and draws on pragmatic epistemologies such as those advanced by George Herbert Mead. It brings concepts from psychology, sociology and management disciplines to bear on the problem of cultural interaction, and suggests that integrating them in this way may enhance their value in this context. ¶ By focussing on culture as a phenomenon produced at the interface of collective constructions, the dissertation proposes that it be viewed as fundamentally dynamic once eloquently described as ‘multiple cross-cutting contexts’ – but, nevertheless, explains how it may be recognised more through its apparent intractability than its fluidity. Whilst rejecting managerialist approaches which would suggest that culture and, through it, people, can be manipulated at will to reliably produce desired effects, the dissertation suggests ways in which insight into cultural interactions might be generated for those who are participating in them, and options developed to influence these interactions that might otherwise not have been available. It therefore has potentially valuable implications for management practice.
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Harris, Cory Dalton. "Organizational change and intellectual production the case study of Hohokam archaeology /." Tucson, Ariz. : University of Arizona, 2006. http://etd.library.arizona.edu/etd/GetFileServlet?file=file:///data1/pdf/etd/azu%5Fetd%5F1489%5F1%5Fm.pdf&type=application/pdf.

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Drummond, Geoffrey, and n/a. "Understanding organisation culture, leadership, conflict, and change." Swinburne University of Technology, 1996. http://adt.lib.swin.edu.au./public/adt-VSWT20060821.092317.

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While many studies have been carried out on organizational culture, leadership, conflict and change, mostly from an instrumentalist perspective, studies have left unanswered the question of how they are related. This thesis employs narrative theory and especially that of Ricoeur together with the social theory of Bourdieu. By considering organization culture (and its sub cultures) as being configured by multiple narratives; leaders as enacting or developing narratives; conflict as the attempt by one or more persons to impose their narratives on others as the correct interpretation of a given situation; and change as the adoption of new narratives it has been possible to impart new understandings to these concepts. Extensions are offered of the narrative theory of Ricoeur and the social theory of Bourdieu (which has strong implications for culture and the operation of power). They are then combined and applied to a narrative presentation of empirical data. This new or extended theory has powerful explanatory value with regard to the relationship between the chosen organisational aspects. Emphasis is given to the dynamic interplay which prevails between the individual (habitus) and the organisation (field).
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Barber, Ian G., and n/a. "Culture change in northern Te Wai Pounamu." University of Otago. Department of Anthropology, 1994. http://adt.otago.ac.nz./public/adt-NZDU20070531.135029.

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In the northern South Island, the area northern Te Wai Pounamu (NTWP) is defined appropriate to a regional investigation of pre-European culture change. It is argued that the Maori sequence of this region is relevant to a range of interpretative problems in New Zealand�s archaeological past. Preparatory to this investigation, the international and New Zealand literature on culture change is reviewed. Two primary investigative foci of change are identified in NTWP; subsistence economy and stone tool manufacturing technology. A chronological scheme of Early, Middle and Late Periods based on firmly dated ecological events and/or independent radiocarbon ages is defined so as to order the archaeological data without recourse to unproven scenarios of cultural change and association. The Early Period subsistence economy is assessed in some detail. An Early Period settlement focus is documented along the eastern Tasman Bay coast in proximity to meta-argillite sources. Early Period midden remains suggest that several genera of seal and moa were exploited, and that people were fishing in eastern Tasman Bay during the warmer months of the year. From the Early Period fishhook assemblages of Tasman Bay, manufacturing change is inferred related to the increasing scarcity of moa bone over time. It is argued that lower Early Period settlement of the larger northern South Island was focused on the north-eastern coast to Rangitoto (D�Urville Island), while NTWP was characterized by smaller stone working communities operating in summer. In contrast, moa-free middens in Awaroa Inlet and Bark Bay of the western Tasman Bay granite coast present a physical dominance of Paphies australis, and finfish species suggesting, along with the dearth of Austrovenus stutchburyi, occupation outside of the warmer summer months. These middens also present an absence of seal and a paucity of bird bone, while sharing a robust 15th-16th centuries AD radiocarbon chronology. With the dearth of all bird species from granite coast middens in general, and evidence that the less preferred kokako (Callaeas c. cinerea) was caught during the occupation of Awaroa Inlet N26/214, it is suggested that cultural regulations beyond immediate subsistence needs were also operating at this time. From southern Tasman Bay, the archaeological investigation of the important Appleby site N27/118 suggests that the people associated with the extensive horticultural soils of Waimea West otherwise consumed finfish and estuarine shellfish in (non-summer) season, kiore (Rattus exulans), dog or kuri (Canis familiaris), and several small evidence of Maori tradition, archaeological charcoal, and the approximately 16th century radiocarbon chronology for N27/118 and the associated Appleby gravel borrow pit N27/122 places the advent of extensive Waimea horticulture within the post-moa, lower Middle Period Maori economy. The Haulashore Island archaeological assemblage of south-eastern Tasman Bay with a similar material culture to Appleby is also bereft of seal and any diagnostic moa bone. This Middle Period evidence is considered in a larger comparative perspective, where the absence of seal from 15th-16th centuries Tasman Bay middens is interpreted as a factor of human predation. A secure radiocarbon chronology suggests the convergence of this loss with the diminishment and loss of selected avifauna, and the subsequent advent of large horticultural complexes in the northern South Island compensated for the loss of faunal calories in a seasonally economy and a managed ecology. The evidence of stone tool use is also reviewed in some detail for NTWP, following the definition of an adze typology appropriate to the classification of meta-argillite tools. It is clear that meta-argillite is the dominant material of adze and (non-adze) flake tool manufacture throughout the Maori sequence of NTWP, while granite coast quartz remains generally subdominant. Beyound the apparent loss of the laterally-hafted adze, the evidence of adze change is generally subdominant. Beyond the apparent loss of the laterally-hafted adze, the evidence of adze change is generally reflected in shifting typological proportions, and in new manufacturing technologies and dressing techniques. Functional change may be inferred in the loss over time of large meta-argillite points and blade tools associated respectively with the manufacture of one-piece moa bone fishhooks and moa and seal butchery. The exclusive identification of hammer-dressed adzes with hump backs and steep bevels in Middle Period assemblages is related to the advent of horticultural intensification. More generally, adzes of the upper Early and Middle Periods are increasingly characterized by round sections, while hammer-dressing is employed more frequently and extensively reduced from riverine meta-argillite and recycled banks. Collectively, these changes reflect a developing emphasis on economy and opportunistic exploitation. From this interpretation, and evidence that meta-argillite adze length and the size of high quality Ohana source flakes diminish over time, it is suggested that accessible, high quality and appropriately shaped meta-argillite rock became increasingly scarce through intensive quarry manufacture. In conclusion, the coincidence of diminishing rock and faunal resources over time is related in a speculative anthropological model of culture change. It is proposed that the 14th-16th centuries Maori economy of NTWP, and by implication and inference, many other regions of New Zealand, was characterized by a resource crisis which either precipitated or reinforced a broader trajectory of culture change. It is suggested that influential leadears perceived a linkage in the loss of high quality rock and important subsistence fauna at this time, and that distinctive technologies, institutions and ideologies of Middle Period Maori society were influenced by, and/or developed from, this perception. Finally, it is recommended that the data of an archaeological Maori culture sequence be ordered and tested within a radiocarbon based chronological scheme, rather than the still generally used model of �Archaic� and �Classic� cultural periods. It is also suggested that New Zealand archaeologists should look beyond the functional-ecological imperative to consider more holistic anthropological explanations of change in the pre-European Maori past, with a focus on integrated regional sequences.
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Books on the topic "Culture change"

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Skelton, Tracey. Culture And Global Change. Hoboken: Taylor & Francis Ltd., 1999.

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C, Wilson David. Organizational culture and change. [S.L.]: [S.N.], 1992.

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Steven, Grumet Robert, ed. Essays on culture change. Lincoln: University of Nebraska Press, 2003.

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Board, Conference. Corporate Culture and Change. S.l: s.n, 1986.

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Dunn, Ross. A change of culture. [S.l.]: Advisory, Conciliation and Arbitration Service, 1994.

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Organisational culture: Organisational change? Aldershot, England: Gower, 2001.

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1962-, Skelton Tracey, and Allen Tim 1956-, eds. Culture and global change. London: Routledge, 1999.

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Managing culture. Buckingham [England]: Open University Press, 1994.

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Culture change among the Garos. Calcutta: Institute of Social Research and Applied Anthropology, 1985.

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Varela, Amelia P. Administrative culture and political change. Diliman, Quezon City: College of Public Administration, University of the Philippines, 1996.

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Book chapters on the topic "Culture change"

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Zhang, Qiaoyun, and Roberto Barrios. "Imagining Culture." In ResponsestoDisastersandClimate Change, 93–102. Taylor & Francis Group, 6000 Broken Sound Parkway NW, Suite 300, Boca Raton, FL 33487-2742: CRC Press, 2016. http://dx.doi.org/10.1201/9781315315928-10.

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Lotzof, Mike. "Culture is critical." In Negotiating Change, 135–45. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781351108799-9.

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Roth, George L., and Anthony J. DiBella. "Culture Alignment." In Systemic Change Management, 131–49. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137412027_8.

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

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White, David G. "Change the Practice, Change the Culture." In Disrupting Corporate Culture, 153–90. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429316357-6.

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Jacobs, Brian. "Culture and Change." In Strategy and Partnership in Cities and Regions, 1–20. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1007/978-1-137-05184-4_1.

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Chattell, Alf. "Change-Seeking Culture." In Managing for the Future, 100–120. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1007/978-1-349-24022-7_6.

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Sutton, Anna. "Culture and Change." In People, Management and Organizations, 146–69. London: Macmillan Education UK, 2018. http://dx.doi.org/10.1057/978-1-137-60505-4_7.

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Kleinhans, Chuck. "Imagining change." In Contemporary Radical Film Culture, 19–27. London ; New York : Routledge, 2020. |: Routledge, 2020. http://dx.doi.org/10.4324/9781351006385-2.

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Camp, Robert B. "Change at Last." In Workplace Culture Matters, 151–61. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-27.

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Conference papers on the topic "Culture change"

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Zerafa, M., K. Shallenberger, C. Hirstius, C. Sistrunk, B. Huber, B. Hebert, A. Turley, and K. Satterlee. "Safety Culture Change and Learnings." In SPE E&P Health, Safety, Security and Environmental Conference-Americas. Society of Petroleum Engineers, 2015. http://dx.doi.org/10.2118/173498-ms.

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Sturlaugson, Brent. "Culture Jamming & Climate Change." In 2019 ACSA Fall Conference. ACSA Press, 2019. http://dx.doi.org/10.35483/acsa.fall.19.4.

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While much of the fi eld of architecture claims to be concerned with the mounting effects of climate change, its tools for combating it are limited. Important gains have been made in raising minimum performance standards, developing alternative materials, and voicing support of progressive policies, but these gains are insufficient. In the face of unprecedented warming and its demonstrated spillover effects, architecture must leverage every possible angle in pursuit of a viable future, including those that capture the imagination. This project seeks to forge new relationships between architecture and climate change by using activist techniques collected under the umbrella of culture jamming.
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Damgaard, Mathias Lyneborg, Seth Van Heijster, Emil Byskov Nielsen, Kasper Rodil, and Matthias Rehm. "Preserving Heritage through Technology in a City Undergoing Change." In 2015 International Conference on Culture and Computing (Culture Computing). IEEE, 2015. http://dx.doi.org/10.1109/culture.and.computing.2015.34.

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MATEI, Mirabela-Constanța, Alexandru-David ABRUDAN, Leonard-Călin ABRUDAN, and 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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Watkins, Sandra, and John Hunt. "INSTITUTIONAL CHANGE: BUILDING A RESILIENT CULTURE." In 10th annual International Conference of Education, Research and Innovation. IATED, 2017. http://dx.doi.org/10.21125/iceri.2017.0859.

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Perkinson, Larry. "Incident Investigation: A Culture Change Tool?" In SPE International Conference and Exhibition on Health, Safety, Security, Environment, and Social Responsibility. Society of Petroleum Engineers, 2018. http://dx.doi.org/10.2118/190542-ms.

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Warren, James A. "How to Change a Company's Culture." In International Congress & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1990. http://dx.doi.org/10.4271/900767.

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Branley-Bell, Dawn, Lynne Coventry, and Elizabeth Sillence. "Promoting Cybersecurity Culture Change in Healthcare." In PETRA '21: The 14th PErvasive Technologies Related to Assistive Environments Conference. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3453892.3461622.

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Yaqoob, Sharmose, and Salman Khan. "Promoting Safety Culture: Change in Mindset." In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers, 2019. http://dx.doi.org/10.2118/197941-ms.

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AMUZA, ANTONIO, and RADU FLOREA. "Effects of organizational change on cultural value shifts redefining organizational culture through corporate change models." In Third International Conference on Advances in Social Science, Economics and Management Study- SEM 2015. Institute of Research Engineers and Doctors, 2015. http://dx.doi.org/10.15224/978-1-63248-063-7-41.

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Reports on the topic "Culture change"

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Costanza, Charles D. Broadening Leaders? Culture Change as the Cure. Fort Belvoir, VA: Defense Technical Information Center, April 2012. http://dx.doi.org/10.21236/ada568443.

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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, May 2002. http://dx.doi.org/10.21236/ada421054.

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Murrell, Emily. Organizational Culture Change Resulting From Human Resources Outsourcing. Portland State University Library, January 2015. http://dx.doi.org/10.15760/honors.144.

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McGuire, John. Leadership strategies for culture change: Developing change leadership as an organizational core capacity. Center for Creative Leadership, October 2003. http://dx.doi.org/10.35613/ccl.2003.2009.

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Stawiski, Sarah, John McGuire, and Tracy Patterson. How to measure the impact of a culture change initiative. Center for Creative Leadership, October 2018. http://dx.doi.org/10.35613/ccl.2018.1034.

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Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.

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Abstract:
‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.
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Island Ark Project Team, Island Ark Project Team. Digital preservation of immaterial island culture in the face of climate change. Experiment, April 2014. http://dx.doi.org/10.18258/2415.

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Ault, Robert T. Encouraging Risk and Embracing Uncertainty, The Need to Change US Army Culture. Fort Belvoir, VA: Defense Technical Information Center, May 2003. http://dx.doi.org/10.21236/ada415687.

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DEFENSE BUSINESS BOARD WASHINGTON DC. Task Group on a Culture of Savings: Implementing Behavior Change in DoD. Fort Belvoir, VA: Defense Technical Information Center, January 2011. http://dx.doi.org/10.21236/ada584424.

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Sweeney, Patrick J., Jr Horner, and Donald H. The Proposed Change Strategy to Embed Energy Stewardship into the Army's Culture. Fort Belvoir, VA: Defense Technical Information Center, June 2012. http://dx.doi.org/10.21236/ada588881.

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