Lelang: A Case Study in Cultural Contact and Cultural Change

2000 ◽  
pp. 127-173
Keyword(s):  
Cultural Change ◽  
Cultural Contact

scholarly journals Coins and cultural contact: adoption and use of metal coins by non-Greeks in ancient Calabria (6th- 5th centuries BC.)

2019 ◽  
pp. 36-44
Author(s):  
Maria Beatriz Borba Florenzano
Keyword(s):  
Cultural Change ◽  
Southern Italy ◽  
Intrinsic Value ◽  
Mediterranean Area ◽  
Short Paper ◽  
Focus Attention ◽  
Cultural Contact ◽  
The Mediterranean

We are all familiar with the main questions involved in the adoption and use of coined metal by the Greeks back in the 6th-5th centuries BC; questions such as the steps in the expansion in the Mediterranean area of the habit of coining; abstract value and concrete value; intrinsic value and “fiduciarity” of coined money and so forth. In this short paper, our intention is to focus attention on coin and metal finds in general (hoards, excavations, sporadic findings) in Southern Italy during the 8th- 5th centuries BC our case study intends to call attention to the ways of contact between the apoikiai and non-Greeks communities showing how the expansion of coinage promoted cultural change in this area and period specially as far as the notion of value goes.

It's Not Just a Job Anymore: The Influence of Cultural Change on Student Services Staff in a Community College

NASPA Journal ◽  
2006 ◽  
Vol 43 (2) ◽  
Author(s):  
Mary G. Locke ◽  
Lucy M. Guglielmino
Keyword(s):  
Community College ◽  
Customer Service ◽  
Cultural Change ◽  
Student Services ◽  
Change Process ◽  
Educational Leaders ◽  
Planned Change ◽  
Change Initiative ◽  
Nuanced Understanding

Today’s colleges and universities operate in a complex environment characterized by rapid and unrelenting change, and nowhere do the challenges inherent in change more directly impact students than in the delivery of student services. The need to integrate new models of service delivery, data-driven approaches to enrollment management, greater accountability for student success, stronger emphasis on customer service, and provision of “anytime, anyplace” services through technology are readily evident. Yet, many institutions are finding that their internal cultures are unreceptive, even hostile, toward adopting needed changes. This qualitative case study focusing on a 4- year purposeful change initiative at a community college was conducted to provide higher educational leaders with a more comprehensive and nuanced understanding of the influence of cultural change on student services staff. The results of this study indicated that student services staff constituted a distinct subculture that perceived, experienced, responded to, and influenced planned change differently from other subcultural groups. Specifically, student services staff more demonstrably supported the purpose of the change initiative; identified empowerment, inclusion and involvement in college decision-making, and improved lines of communication as the most important impacts of the change process; and expressed strong confidence regarding the sustainability of the changes that had occurred. Student services staff also indicated that they found greater meaning and developed stronger commitment to their work as a result of the change process. As a result of these findings, implications and strategies that may be helpful in designing and implementing a successful planned change initiative involving student services personnel are presented.

HR strategy during culture change: Building change agency

2015 ◽  
Vol 21 (6) ◽  
pp. 741-754 ◽  
Author(s):  
Llandis Barratt-Pugh ◽  
Susanne Bahn
Keyword(s):  
Cultural Change ◽  
Culture Change ◽  
Change Process ◽  
Relevant Literature ◽  
Critical Role ◽  
Research Process ◽  
Change Agency ◽  
Strategic Approach ◽  
Organisational Values

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.

Dissemination and Cultural Change as an Alternative Business Value Proposition in the Construction Industry: Manni Group Case Study

2021 ◽  
pp. 239496432110497
Author(s):  
Umberto Tinazzi
Keyword(s):  
Construction Industry ◽  
Cultural Change ◽  
Business Value ◽  
Value Proposition ◽  
Positive Role ◽  
New Techniques ◽  
Group Case ◽  
The Right

There is a gap of knowledge between practitioners about the off-site construction. For this reason, the Manni Group case study presented in this article highlights the positive role of dissemination as business value proposition support in the context of off-site construction industry. The Manni Group involved opinion leaders, professionals, universities and industrial partners in a network of dissemination that, going beyond the concept of advertising, it generated a multiple effect of value creation between the direct and indirect involved stakeholders. Dissemination emerges as a model of action that creates impacts on cultural change. It is scalable and applicable in many areas where actors have the right competences to manage the dissemination. Wherever there is a knowledge gap or friction towards new techniques and methodologies, the model is able to create value for companies and stakeholders involved in the emerging network.

scholarly journals Systemic Government and the Civil Servant. A New Pattern for Systemic Design

2014 ◽  
Vol 7 (3) ◽  
Author(s):  
Jonathan A Veale
Keyword(s):  
Decision Support ◽  
Public Sector ◽  
Cultural Change ◽  
Public Service ◽  
Design Methodology ◽  
Policy Design ◽  
Civil Servant ◽  
Systemic Design

This article examines the emerging application of systemic design methodology within government as practiced by the Alberta Public Service in Edmonton, Canada. A case study, from a practitioner’s perspective, for systemic policy design is presented as an innovation facing approach useful for cultural change and decision-support.  Lessons about applying systemic design within government and essential capabilities and qualities of practitioners are outlined. For some systemic designers, government might be the best place to effect systemic change especially those particularly concerned about advancing stewardship and innovation within the culture of government. This article is useful to public sector practitioners interested in applying systemic methodology to complex and long-term policy predicaments.

Abortion: Woman's Right and Legal Problem

1971 ◽  
Vol 28 (3) ◽  
pp. 337-346 ◽  
Author(s):  
Howard Moody
Keyword(s):  
New York ◽  
Cultural Change ◽  
Civil Liberties ◽  
Change Agents ◽  
Criminal Prosecution ◽  
Legal Problem ◽  
Consultation Service ◽  
Legalize Abortion

Howard Moody is pastor of Judson Memorial Church in New York City and a Director of the New York Civil Liberties Union. In 1967, Moody brought together a small group of clergymen to help counsel women with “problem pregnancies.” Risking public censure and criminal prosecution, the Clergy Consultation Service on Abortion referred thousands of women for safe abortions. In addition, Moody and others formed a coalition to support the passage of a bill to legalize abortion. The New York Legislature passed such a bill in April, 1970, which permits abortions by licensed physicians within the first 24 weeks of pregnancy. On July 1, 1970, the New York Clergy Consultation Service, which had served as a model for other organizations in other states, was disbanded and reconstituted as Clergy and Lay Advocates for Hospital Abortion Performance. The new organization is designed to deal with local restrictions on abortions and the growth of high-priced “abortion brokers.” This article is reprinted from the March 8, 1971 issue of Christianity and Crisis, Copyright © 1971 by Christianity and Crisis, Inc. The article is used with permission and is reprinted not only as a commentary on a controversial issue but as a case-study of the problems involved when clergy and churches take on the role of social and cultural change-agents. It's definitely not easy, but apparently it can be done. Dr. Moody wishes to acknowledge the assistance of his associate, Arlene Carmen.

scholarly journals Case Study - Alpha

2016 ◽  
Vol 3 ◽  
pp. 5040
Author(s):  
Stephen Leybourne
Keyword(s):  
Cultural Change ◽  
High Volume ◽  
The United States ◽  
Limited Range ◽  
Strategic Decision ◽  
Boston University ◽  
The Usa ◽  
Large Discount ◽  
Discount Stores

This case study was developed from an actual scenario by Dr. Steve Leybourne of Boston University.  The case documents the historical evolution of an organization, and has been used successfully in courses dealing with organizational and cultural change, and the utilization of ‘soft skills’ in project-based management.This is a short case, ideal for classroom use and discussion.  The issues are easily accessible to students, and there is a single wide ranging question that allows for the inclusion of many issues surrounding strategic decision-making, and behavioural and cultural change.Alpha was one of the earlier companies in the USA to invest in large, edge-of-town superstores, with plentiful free vehicle parking, selling food and related household products.Alpha was created in the 1950s as a subsidiary of a major publicly quoted retail group.  It started business by opening a string of very large discount stores in converted industrial and warehouse premises in the south of the United States. In the early days shoppers were offered a limited range of very competitively priced products.When Alpha went public in 1981 it was the fourth largest food retailer in the US, selling an ever-widening range of food and non-food products.  Its success continued to be based on high volume, low margins and good value for money, under the slogan of ‘Alpha Price.’ 

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