scholarly journals A guide for scientists to become culture change agents for open science

2021 ◽  
Author(s):  
Bruce R. Caron
Keyword(s):  
Culture Change ◽  
Change Agents ◽  
Open Science

scholarly journals The missing meso: Variation in staff experiences of an academic practice initiative and lessons for educational change

2013 ◽  
Vol 9 (1) ◽  
Author(s):  
Patrick Baughan
Keyword(s):  
Educational Change ◽  
Culture Change ◽  
Change Agents ◽  
Theoretical Models ◽  
Academic Leaders ◽  
Academic Practice ◽  
Meso Level ◽  
Academic Conduct ◽  
Staff Experiences ◽  
Planning Approaches

This paper examines variation in change agents' experiences of an intended culture change, following their implementation of an organisation-wide initiative at a single university. The purpose of the initiative was to promote better understanding of a range of academic practice and academic conduct issues amongst students and staff, and generate an institution-wide culture change. The change agents were interviewed and resulting data analysed using the phenomenographic approach, from which four qualitatively different conceptions were developed. The results suggest that a full culture change has not occurred, but that instances of localised changes have taken place. Drawing on two theoretical models, it is argued that in initiatives of this type, greater account needs to be taken of the meso level – cultures and practices in departmental and programme contexts – and that such meso level considerations should be used to complement central planning approaches adopted by academic leaders who design such initiatives.

Improving patient safety in the NHS: the culture change agents

2017 ◽  
Vol 26 (12) ◽  
pp. 708-709 ◽  
Author(s):  
John Tingle ◽  
Jen Minford
Keyword(s):  
Patient Safety ◽  
Culture Change ◽  
Change Agents

Employee Participation in Change Programs

2019 ◽  
pp. 179-199
Author(s):  
Nicholas Clarke ◽  
Malcolm Higgs
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Culture Change ◽  
Change Process ◽  
Change Agents ◽  
Employee Participation ◽  
Contextual Factor ◽  
Intervention Approach ◽  
Implementing Change

This chapter aims to assist those responsible for implementing change to think more about how employee participation or involvement is undertaken during the change process. The chapter starts by providing an overview of the theoretical explanations as to why employee participation in change management is important. The authors then examine the nature of employee participation in three organizations undertaking major culture change programs, each using a different change intervention. They present three case studies that show how the context surrounding the change (comprising drivers, intervention, approach to change, and change levers) influenced the characteristics of employee participation in the change process. They conclude by emphasizing the significance of examining change agents' intervention methodology as a contextual factor to understand better the experience of culture change programs. The key message is that employees' experiences of participation influence their perceptions on the effectiveness of this type of change.

scholarly journals A Conceptual Model Proposal: Universities as Culture Change Agents for Sustainable Development

2020 ◽  
Vol 12 (11) ◽  
pp. 4635 ◽  
Author(s):  
Małgorzata Dzimińska ◽  
Justyna Fijałkowska ◽  
Łukasz Sułkowski
Keyword(s):  
Sustainable Development ◽  
Literature Review ◽  
Conceptual Model ◽  
Culture Change ◽  
Change Agents ◽  
The Body ◽  
Quality Culture ◽  
The University ◽  
The Impact

This paper aims to propose a conceptual model that synthesizes the existing findings concerning universities as culture change agents for sustainable development. The model could serve as a guidance on how universities might get involved in the pro-SD activities. It also underlines the prerequisite of the quality culture that should be introduced within all the activities of universities to successfully act as culture change agents for SD. This paper builds upon the holistic and inter-disciplinary approach to demonstrate that SD does not happen in isolation and that the role of universities in its creation is significant. This study includes a literature review to contextualize the impact of universities on culture and their potential role in SD. The conclusions stemming from the literature review materialize in the proposal of the conceptual model of the university as the culture change agent for SD. The elaborated framework responds to the need for greater clarity, ordering and systematization of the role of universities in the processes of initiating, promoting and modelling the SD-oriented changes while appreciating the role of culture as an enabler, means of social change and a result of SD-focused interventions. The paper contributes to the body of knowledge by offering a novel perspective on the assumed interrelations between university, its quality culture, university main operations such as education, research and engagement with the society as well as the culture and the agency of stakeholders in the context of meeting the world’s current demands without compromising the needs of future generations.

Preparing Culture Change Agents for Academic Medicine in a Multi-Institutional Consortium: The C - Change Learning Action Network

2013 ◽  
Vol 33 (4) ◽  
pp. 244-257 ◽  
Author(s):  
Linda H. Pololi ◽  
Edward Krupat ◽  
Eugene R. Schnell ◽  
David E. Kern
Keyword(s):  
Culture Change ◽  
Academic Medicine ◽  
Change Agents ◽  
Action Network

scholarly journals Center for Open Science: Strategic Plan

2017 ◽  
Author(s):  
Brian A. Nosek
Keyword(s):  
Culture Change ◽  
Business Models ◽  
Scholarly Communication ◽  
Strategic Plan ◽  
Open Science ◽  
Scholarly Community ◽  
Collective Effort ◽  
Community Stakeholders ◽  
Good For

The mission of the Center for Open Science (COS) is to increase openness, integrity, and reproducibility of research. We envision a future scholarly community in which the process, content, and outcomes of research are openly accessible by default. All scholarly content is preserved and connected and transparency is an aspirational good for scholarly services. All stakeholders are included and respected in the research lifecycle and share pursuit of truth as the primary incentive and motivation for scholarship. Achieving the mission requires culture change in the incentives that drive researchers’ behavior, the infrastructure that supports research, and the business models that dominate scholarly communication. This Strategic Plan is the result of collective effort by the COS team, board, and community stakeholders.

scholarly journals The move to open: medical library leadership in scholarly communication

2021 ◽  
Vol 109 (1) ◽  
Author(s):  
Chris Shaffer
Keyword(s):  
Open Access ◽  
Financial Risk ◽  
Change Agents ◽  
Open Science ◽  
Health Sciences ◽  
Shared Vision ◽  
Accurate Information ◽  
Medical Library ◽  
Access To Health ◽  
The Board Of Directors

Over the years, health sciences librarians have been change agents, leading the charge on issues of importance to the profession and the communities we serve. From its founding in 1898 with the Exchange, the Medical Library Association (MLA) has been dedicated to improving access to health information. In 2003, the Board of Directors published a statement supporting open access to information generated from federally funded scientific and medical research and maintained that having access to timely, relevant, and accurate information is vital to the health of the nation and its education and research programs. At some financial risk, the association made the Journal of the Medical Library Association (JMLA) open access and published the entire archive of JMLA and its predecessor, the Bulletin of the Medical Library Association, in PubMed Central. Nearly two decades later, the promise of open access and open science finally seems to be coming to fruition. In the 2020 Janet Doe Lecture, Chris Shaffer, AHIP, described the ways that MLA has led the profession, standing behind a shared vision and “walking the walk.” In challenging listeners to embrace open science, he affirmed that, as leaders in improving access to health sciences information since 1898, medical librarians must work in the open science arena to realize our vision “that quality information is essential for improved health.”

scholarly journals Nudging Open Science

2021 ◽  
Author(s):  
Samuel Gebhard Robson ◽  
Myriam A. Baum ◽  
Jennifer L Beaudry ◽  
Julia Beitner ◽  
Hilmar Brohmer ◽  
...  
Keyword(s):  
Academic Libraries ◽  
Culture Change ◽  
Scientific Practice ◽  
Scientific Research ◽  
Open Science ◽  
Research Culture ◽  
Small Shift ◽  
Open Research ◽  
The World

In this article, we provide a toolbox of resources and nudges for those who are interested in advancing open scientific practice. Open Science encompasses a range of behaviours that aim to include the transparency of scientific research and how widely it is communicated. The paper is divided into seven sections, each dealing with a different stakeholder in the world of research (researchers, students, departments and faculties, universities, academic libraries, journals, and funders). With two frameworks in mind — EAST and the Pyramid of Culture Change — we describe the influences and incentives that sway behaviour for each of these stakeholders, we outline changes that can foster Open Science, and suggest actions and resources for individuals to nudge these changes. In isolation, a small shift in one person’s behaviour may appear to make little difference, but when combined, these small shifts can lead to radical changes in culture. We offer this toolbox to assist individuals and institutions in cultivating a more open research culture.

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