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Journal articles on the topic 'Culture change'

To see the other types of publications on this topic, follow the link: Culture change.

Author: Grafiati

Published: 4 June 2021

Last updated: 31 January 2023

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Waterhouse, Jennifer, and Dianne Lewis. "Communicating culture change." Public Management Review 6, no. 3 (September 2004): 353–76. http://dx.doi.org/10.1080/1471903042000256538.

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12

Nugraheni, Trianti, Tati Narawati, and Agus Budiman. "Jaipong Dance: Representation of Local Culture, Popular Culture and Global Culture." International Journal of Social Sciences and Humanities Invention 8, no. 12 (December 28, 2021): 6716–25. http://dx.doi.org/10.18535/ijsshi/v8i12.02.

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The dynamics of the development of Jaipongan dance in West Java have undergone several metamorphosis processes and the evolution of presentation forms as a manifestation of wise reflection on the openness of external cultural influences on the development of jaipongan dance to date. The jaipongan dance is an important part of the process of cultural inheritance in West Java, which has worldwide existence. The findings show that the form of presenting the jaipongan dance has now undergone many changes from its form and function in society. This change is a manifestation of the wise attitude of the jaipongan dance creators in seeing the potential for socio-cultural change that must be positively addressed in the jaipongan dance works they create. The color of the jaipongan dance presentation has changed, but local values are still strong.

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13

Munroe, Donna J., Poonam L. Kaza, and David Howard. "Culture-Change Training: Nursing Facility Staff Perceptions of Culture Change." Geriatric Nursing 32, no. 6 (November 2011): 400–407. http://dx.doi.org/10.1016/j.gerinurse.2011.07.001.

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14

SEV'ER, AYSAN, and GÖKÇEÇIÇEK YURDAKUL. "Culture of Honor, Culture of Change." Violence Against Women 7, no. 9 (September 2001): 964–98. http://dx.doi.org/10.1177/10778010122182866.

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15

Pennington, Randy G. "Change performance to change the culture." Industrial and Commercial Training 35, no. 6 (November 2003): 251–55. http://dx.doi.org/10.1108/00197850310493929.

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16

Tyler, Denise A., and Victoria A. Parker. "Nursing home culture, teamwork, and culture change." Journal of Research in Nursing 16, no. 1 (April 26, 2010): 37–49. http://dx.doi.org/10.1177/1744987110366187.

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17

Barratt-Pugh, Llandis, and Susanne Bahn. "HR strategy during culture change: Building change agency." Journal of Management & Organization 21, no. 6 (February 10, 2015): 741–54. http://dx.doi.org/10.1017/jmo.2014.95.

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AbstractThis paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.This paper describes the context of the change process, the relevant literature, and outlines the research process. The findings from the phases of the data collection are summarised revealing the traumatic perceptions of the change process, but also the instrumental actions of some managers, working creatively with their teams to tackle new tasks and projects. The evidence suggests that these informal practices of task allocation were at the core of change agency in this case study and put the new flexible organisational values into action. The findings illustrate how the organisation moves from valuing managers for their technical competence to valuing managers for their relational competence.The paper then discusses what strategic HR actions were accelerating this process and illuminates the critical role of building managers as change agents. The paper concludes by confirming the need for a strategic approach by HR during organisational change. Building manager capability and supporting informal change agency practices is presented as a core focus for HR during such organisational cultural change programmes.

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18

Aridhona, Nina, Lukman M. Baga, and M. Joko Affandi. "Dampak Reformasi Birokrasi pada Perubahan Budaya Organisasi di Perwakilan BPKP Provinsi DKI Jakarta." Jurnal Manajemen dan Organisasi 6, no. 2 (June 3, 2016): 104. http://dx.doi.org/10.29244/jmo.v6i2.12242.

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<p><em>Various changes in the strategic environment have forced the public sector to make bureaucratic reform that should have consequences on changing the bureaucratic culture in the public sectorsto be more externally oriented culture. Financial and Development Supervisory Agency (BPKP) is </em><em>an internal control government agency </em><em>that should change the organizational culture. The needsforexternally oriented culture was now even stronger in line with the shift in the role from watchdog to become in-house consultant. Therefore, this study aims to analyze organizational culture changes and identify the factors that cause or inhibit changes. This study used competing values framework, </em><em>a method that is able to capture the changes of organizational cultures, both large and direction</em><em>. The research result showed that organizational culture has been transformed from hierarchy culture to market culture. These changes indicatedthe organizational culture has been changed in accordance with the concept of bureaucratic reform. However, the changes in organizational culture were not significant. Employee resistance and the policy of change that is not the same in all aspects of organizational were known as the factors inhibiting organizational culture changes.</em></p><em>Key word: bureaucratic reform, competing values framework, organizational change, organizational culture, public sector</em>

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19

Elijah, Ng‟ang‟a. "Digital Culture versus Change." IOSR Journal of Engineering 06, no. 08 (August 2016): 21–34. http://dx.doi.org/10.9790/3021-068012134.

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20

Narine, Lutchmie, and Thomas R. Einarson. "Corporate Culture and Change." Journal of Pharmaceutical Marketing & Management 6, no. 2 (January 1992): 33–42. http://dx.doi.org/10.3109/j058v06n02_04.

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21

Fischler, Michael. "Culture, Conflict and Change." International Journal of Community Diversity 12, no. 2 (2013): 35–39. http://dx.doi.org/10.18848/2327-0004/cgp/v12i02/39918.

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22

Pallansch, Karen, and Alan Manning. "Asset Management = Culture Change." Proceedings of the Water Environment Federation 2009, no. 7 (January 1, 2009): 7759–69. http://dx.doi.org/10.2175/193864709793900221.

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23

Zulu, N., L. Murray, and J. F. Strydom. "Quality, culture and change." Quality in Higher Education 10, no. 3 (November 2004): 207–17. http://dx.doi.org/10.1080/1353832042000299496.

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24

Narine, Lutchmie. "Corporate Culture and Change." Journal of Pharmaceutical Marketing & Management 6, no. 2 (April 27, 1992): 33–42. http://dx.doi.org/10.1300/j058v06n02_04.

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25

Cameron, Catherine M. "Captives and Culture Change." Current Anthropology 52, no. 2 (April 2011): 169–209. http://dx.doi.org/10.1086/659102.

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26

Bastien, David T. "Change in Organizational Culture." Management Communication Quarterly 5, no. 4 (May 1992): 403–42. http://dx.doi.org/10.1177/0893318992005004002.

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27

Wildavsky, Aaron. "Change in political culture." Politics 20, no. 2 (November 1985): 95–102. http://dx.doi.org/10.1080/00323268508401968.

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28

Gibson, Donald E., and Sigal G. Barsade. "Managing Organizational Culture Change." Journal of Social Work in Long-Term Care 2, no. 1-2 (January 2003): 11–34. http://dx.doi.org/10.1300/j181v02n01_02.

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29

Dixon, Diane L. "Successfully Surviving Culture Change." Journal of Social Work in Long-Term Care 2, no. 3-4 (June 2003): 423–38. http://dx.doi.org/10.1300/j181v02n03_16.

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30

James, Katherine. "Making Change: Recognizing Culture." Journal of Experiential Education 19, no. 3 (December 1996): 127–34. http://dx.doi.org/10.1177/105382599601900305.

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31

Masuda, Takahiko, and Richard E. Nisbett. "Culture and Change Blindness." Cognitive Science 30, no. 2 (March 4, 2006): 381–99. http://dx.doi.org/10.1207/s15516709cog0000_63.

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32

McNamara, Kent. "Culture, consciousness and change." African Studies 56, no. 2 (January 1997): 137–55. http://dx.doi.org/10.1080/00020189708707872.

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33

Goetz, Suzanne Barnum, and Ann Taylor-Trujillo. "A Change in Culture." Journal of the American Psychiatric Nurses Association 18, no. 2 (March 2012): 96–103. http://dx.doi.org/10.1177/1078390312439469.

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34

V.C.P. "Culture, Technology and Change." Americas 51, no. 3 (January 1995): 418. http://dx.doi.org/10.1017/s0003161500022550.

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35

Ji, Li-Jun, Richard E. Nisbett, and Yanjie Su. "Culture, Change, and Prediction." Psychological Science 12, no. 6 (November 2001): 450–56. http://dx.doi.org/10.1111/1467-9280.00384.

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36

Armengol Asparó, Carme. "Innovation and culture change or culture change and innovation. Which came first?" Educar 27 (July 1, 2000): 151. http://dx.doi.org/10.5565/rev/educar.255.

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37

Werlin, Herbert H., and Harry Eckstein. "Political Culture and Political Change." American Political Science Review 84, no. 1 (March 1990): 249–59. http://dx.doi.org/10.2307/1963642.

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In “A Culturalist Theory of Political Change” in the September 1988 issue of this Review, Harry Eckstein argued that “a cogent, potentially powerful theory of political change can be derived from culturalist premises.” But Herbert Werlin finds Eckstein's effort to accommodate culture theory to political change unsatisfactory. Werlin argues that politics in the sense of political engineering, rather than cultural changes, mainly accounts for transformations in political life. Eckstein responds, arguing that the political methods for inducing change are themselves culturally conditioned.

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38

McCarthy, Eunice. "The dynamics of culture, organisational culture and change." AI & Society 12, no. 3 (September 1998): 155–84. http://dx.doi.org/10.1007/bf01206194.

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39

Meyer, Julienne. "Review: Nursing home culture, teamwork and culture change." Journal of Research in Nursing 16, no. 1 (April 26, 2010): 51–52. http://dx.doi.org/10.1177/1744987110366189.

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40

Shivakumar, Hamsini. "Representation as a catalyst for culture change processes: the semiotics of culture change." Proceedings of the 14th World Congress of the International Association for Semiotic Studies (IASS/AIS) 3 (2021): 167–77. http://dx.doi.org/10.24308/iass-2019-3-016.

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41

Lienert, Antje. "Change of Culture or Culture of Change? Introducing a Path-agency-culture (PAC) Framework to Servitization Research." Procedia CIRP 30 (2015): 353–58. http://dx.doi.org/10.1016/j.procir.2015.02.094.

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42

Grigull, Nele Pascale, Julia Isabelle Redeker, Bärbel Schmitt, Maximilian Michael Saller, Veronika Schönitzer, and Susanne Mayer-Wagner. "Chondrogenic Potential of Pellet Culture Compared to High-Density Culture on a Bacterial Cellulose Hydrogel." International Journal of Molecular Sciences 21, no. 8 (April 16, 2020): 2785. http://dx.doi.org/10.3390/ijms21082785.

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Cell-based approaches of cartilage lesions use different culture systems to obtain optimal cell quality. Pellet cultures with high cellular density (HD) are the gold standard to keep chondrocytes in a differentiated stage. Bacterial cellulose (BC) hydrogel is discussed to prevent cellular aging and dedifferentiation. The hypothesis of this study was that HD culture on BC hydrogel (HD hydrogel) might reach the chondrogenic potential of pellet culture (pellet). Human articular osteoarthritic (OA) and non-osteoarthritic (non-OA) chondrocytes were cultured for seven days within pellets and compared to HD hydrogel and HD polystyrene. Gene expression analysis and histological assessment were performed. We observed no significant change of COL2A1 expression by the culture system (pellet, HD hydrogel and HD polystyrene) but a significant change of COL2A1/COL1A1-ratio, with the highest ratio in pellets. Chondrocytes on HD hydrogel showed an elevated expression of MMP13 and on polystyrene an increased expression of COL1A1 and MMP13. The patterns of gene expression changes observed in OA and non-OA chondrocytes in reaction to the different culture systems were similar in those two cell groups. Pellet cultures moreover formed a histomorphologically superior neocartilage. Concluding, human chondrocytes kept the potential to express COL2A1 in all HD culture systems. However, pellets excelled in a higher COL2A1/COL1A1-ratio, a higher extracellular matrix deposit and in not developing degeneration and dedifferentiation markers. This underlines the superiority of pellet culture in maintaining the chondrogenic potential of human chondrocytes in vitro.

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43

Bryson, Reid A. "On integrating climatic change and culture change studies." Human Ecology 22, no. 1 (March 1994): 115–28. http://dx.doi.org/10.1007/bf02168766.

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44

Leonenko, E. A., and S. V. Kunev. "CHANGE-MANAGEMENT, AGILE-TRANSFORMATION AND CULTURE OF DEVELOPMENT." Scientific Review Theory and Practice 10, no. 12 (2020): 3063–75. http://dx.doi.org/10.35679/2226-0226-2020-10-12-3063-3075.

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Modern business in an era of constant changes cannot exist as before and must act proactively, introduce and successfully use modern management techniques and approaches. One of the most demanded of them over the past few years has been agile, which is a philosophy or a way of thinking and allows, using various practices and frameworks (instructions), in conditions of uncertainty, to create products that are valuable for customers and test hypotheses, as well as improve and quickly respond to changes. market and external environment. The Agile Manifesto declares four fundamental values that the corporate culture of a company that has embarked on the path of transition to agile management must comply with: - people and interactions are more important than processes and tools; - working products are more important than comprehensive documentation; - cooperation with the customer is more important than working out the details of the contract; - readiness for changes is more important than following the original plan. The areas of application of the agile approach in Russia coincide with global trends. And there, and there, the top 3 industries that most actively use flexible design systems include IT and the financial sector, and abroad, unlike in Russian realities, manufacturing companies practically do not use agile. Despite the traditional bias against the use of agile in manufacturing, Russian enterprises are not afraid to experiment with new approaches. According to Scrumtrek, in 2018, flexible design systems were quite popular in the domestic industry and the oil and gas industry. The number of such companies in 2018 increased by 11% compared to 2017, and the number of agile teams whose work results in tangible goods almost doubled last year, from 4.6 to 8%. The main flexible design systems used by Russian manufacturing companies are Lean Startup, Lean, better known as Lean Manufacturing, often in combination with Design Thinking. Agile, or agile transformation, is perceived by many as a magic pill that will instantly solve most of your problems. But in practice, it turns out that it is not as easy to effectively carry out agile transformation as it seemed: some approaches do not work partially or at all, employees (from an ordinary manager to the top) desperately resist innovations, and more time is spent on the transition to agile project management. I would like to.

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45

Schirmbacher, Peter. "The new culture of electronic publishing." Ciência da Informação 35, no. 2 (August 2006): 51–57. http://dx.doi.org/10.1590/s0100-19652006000200006.

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Local conditions in the past often limited opportunities for scholarly exchange. But now these limits are gone and the global workplace has replaced them. It is important to react to these changes. Every academic department must now adopt new methods and rethink processes. Another is the intense national and international debate about open access to scholarly knowledge. The Open Access Initiative shows that a change is taking place in the communication process. This change is also important for service departments within research institutions. Libraries, computer centers and related units have to ask themselves how to react appropriately to the new conditions. What services must be changed or redeveloped, and in what quality and quantity should they be offered? This article focuses on changes in the scholarly publication process. It describes both technological changes and the changes needed in people's attitudes.

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46

Paulson, Susan. "Degrowth: culture, power and change." Journal of Political Ecology 24, no. 1 (September 27, 2017): 425. http://dx.doi.org/10.2458/v24i1.20882.

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Abstract Harmful environmental consequences of growth have been rigorously documented and widely publicized throughout the past half-century. Yet, the quantity of matter and energy used by human economies continues to increase by the minute, while governments and businesses continue to promise and to prioritize further economic growth. Such a paradox raises questions about how we humans change course. This introduction to a Special Section offers a new theoretical approach to change, together with glimpses of adaptations underway around the world. It directs attention away from individual decision-making and toward systems of culture and power through which socialized humans and socioecological worlds are (re)produced, sustained and adapted. Potential for transformative change is found in habitual practices through which skills, perspectives, denials and desires are viscerally embodied, and in cultural systems (economic, religious, gender and other) that govern those practices and make them meaningful. Case studies reviewed illuminate diverse communities acting to maintain old and to forge new moral and material worlds that prioritize wellbeing, equity and sustainability rather than expansion. This article endeavors to galvanize change by conceptualizing degrowth, by decolonizing worldviews of expansionist myths and values, and by encouraging connections between science and activism, north and south. Key words: degrowth, transition, climate change, socioecological systems

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47

Morton, Lois Wright, and Lori J. Abendroth. "Crops, climate, culture, and change." Journal of Soil and Water Conservation 72, no. 3 (2017): 47A—52A. http://dx.doi.org/10.2489/jswc.72.3.47a.

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48

Coleman, Simon, and Lynette Olson. "Religious Change, Conversion and Culture." Journal of the Royal Anthropological Institute 5, no. 3 (September 1999): 491. http://dx.doi.org/10.2307/2661313.

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49

Adin, Christopher A. "Leading and Influencing Culture Change." Veterinary Clinics of North America: Small Animal Practice 51, no. 5 (September 2021): 1071–78. http://dx.doi.org/10.1016/j.cvsm.2021.04.018.

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50

Jones, Bridgette L., Catherine Cheng, Lisa M. Foglia, Hope Ricciotti, and Wendi Willis El-Amin. "Promoting Culture Change Within Organizations." Pediatrics 148, Supplement 2 (September 2021): e2021051440F. http://dx.doi.org/10.1542/peds.2021-051440f.

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