Museus Corporativos como Ferramentas de Comunicação Interna no Curso da Memória Organizacional / Corporate museums as tools for Internal communication in the orientation of Organizational Memory

This work aims to identify the potential of corporate museums as organizational memory initiatives, as well as the contribution of these spaces to internal communication as assets to strengthen a company's culture. In this qualitative research, we conducted a bibliographic study, in which we identified in the literature since the need for the feeling of belonging to society; the advent of the “memory culture” phenomenon; the formalization of the past in places of memory; and the interface of these social movements within organizations - with the rise of corporate museums. As an intersection of structuring the past, in Brazil and in the world, there are historical periods marked by changes in power and political freedoms. To understand and identify this process, we analyzed six corporate museums, which are owned and operated by traditional private organizations, installed over 40 years ago in Fortaleza and neighboring municipalities, in the state of Ceará. Thus, we structured the results of applying a semi-structured questionnaire in a table, which was sent by e-mail to those responsible for these memory spaces. The questions were constructed, aligned with the theoretical concepts presented and in search of the specific objectives to identify: the potential contribution of these corporate museums as a tool of internal communication in the management of people; understand the role of these spaces in the development and consolidation of the sense of identification and belonging of the internal public, through the transmission of institutional values. We also structured the analysis of data and institutional information collected in the table, characterizing each museum. Thus, by mapping the type of collection, the place where they work and the directions of the narrative exposed in the analyzed spaces, it is possible to dimension perspectives for the questioning of an organization, after all, “Museum, for what? ”. In other words, what is the intention of each memory space, what message do want to strengthen with visitors, for example. Still, among the contributions presented for academic studies and professional performance, are: an unprecedented proposal, not found in the literature, for the classification of potential explored by the internal communication area (low, good and high). Regarding this classification, it is worth mentioning that we were guided by the purpose of finding perspectives for academic studies, as well as for professional performance in organizational communication, not having the objective, therefore, to tax any evidence found, right or wrong, but rather to give light to the opportunities already understood and explored by the internal communication, human resources and public relations sectors of one organization, but not yet strengthened in another. In our studies, we have also identified the possibilities of strategic use of this organizational memory by the areas of internal communication, public relations and HR, such as tax exemptions, in addition to the direct relationship of corporate museum projects to the high management of the initiatives studied. The literature and the studied spaces also showed us that the memory of a company, as well as its organizational culture, can be seen as a strategic element, of affirmation and positioning in the market in times of great changes. Understanding the internal public and its potential to multiply organizational culture is also a possible and necessary look at companies memory projects. We also bring the contribution that, in order to be strategic in strengthening ties and for the perpetuation of institutional values ​​in the internal environment, the corporate museum needs to be aligned with the effort to consolidate the collective memory of the social context in which the organization is inserted.

Compliance and confirmation bias on the emergence of cultural conventions

In the present study we develop a co-evolutionary model of cardinal preferences and institutions to explore how the dynamics of cultural diversity in populations with different levels of compliance and confirmation bias evolve. This is the first attempt to formalise these two types of bias in a single learning algorithm for agents learning in iterative chains without access to completeinformation. Results show that, in some regions of the parameter space, institutional influence facilitates the emergence of shared cultural conventions when compliance biases increase. In general, a compliance bias pushes diversity up when institutions are diverse, and pushes diversity down when institutions convey value systems with strong dominance of one or few cultural variants. Interestingly, in some scenarios, a decrease in institutional influence and compliance bias allows theemergence of cultural conventions from the mutual reinforcement of local interactions and institutional values. We asses the robustness of these results by examining how sensitively they depend on different initial conditions of variant assignment, population sizes and alpha diversity indexes.

NZ Inc: New Zealand’s Whole-of-Government Approach to Peace Support Operations

<p>Into the late 1990s the international community began to develop new methods for assisting fragile states. It was recognised that development principles and practice were often insufficient to resolve the ‘complex operations’ they were entering. This was especially true when engaging states that lacked either the political commitment or the practical capacity to deliver basic social and public services. The defining feature of these operations is that assistance is required across all pillars of civil society – economic, law and justice, governance and public administration. Without effectively addressing each of these pillars there is a significant risk of systemic failure. A key challenge of engagement across these pillars is coordinating the growing number of contributions – both civilian and military. The whole-of-government approach has been promoted as a method to ameliorate this challenge. It is argued that the approach reduces departmental silos, promotes policy coherence, and provides efficiency while better addressing the complexity of the operating environment. While this may be true, the rhetoric is ill-defined and generates confusion as to what it means at a practical level. In short, it remains unclear how to achieve an efficient and effective whole-of-government approach or what that would actually look like. This thesis examines this dilemma and identifies the factors for successful implementation of New Zealand’s whole-of-government approach to peace support operations. Rather than concentrating on the formerly popular ‘machinery of government’ changes, this thesis argues that there are three overarching factors when implementing a whole-of-government approach. The first requirement is strategic direction from Government. This should come in the form of a national security statement and subsidiary individual country strategies. The second is culture change across the public sector. This focuses on the ‘soft issues’ such as organisational cultures, values and routines, professional beliefs, as well as institutional values and preferences. Significantly for peace support operations, this must be extended to promote a culture of education and awareness of host nation history and society. The third factor is accurate and flexible performance indicators and measurement to ensure that success can be identified and achieved. Effective execution of these factors will add value and promote excellence in New Zealand’s peace support operations.</p>

NZ Inc: New Zealand’s Whole-of-Government Approach to Peace Support Operations

<p>Into the late 1990s the international community began to develop new methods for assisting fragile states. It was recognised that development principles and practice were often insufficient to resolve the ‘complex operations’ they were entering. This was especially true when engaging states that lacked either the political commitment or the practical capacity to deliver basic social and public services. The defining feature of these operations is that assistance is required across all pillars of civil society – economic, law and justice, governance and public administration. Without effectively addressing each of these pillars there is a significant risk of systemic failure. A key challenge of engagement across these pillars is coordinating the growing number of contributions – both civilian and military. The whole-of-government approach has been promoted as a method to ameliorate this challenge. It is argued that the approach reduces departmental silos, promotes policy coherence, and provides efficiency while better addressing the complexity of the operating environment. While this may be true, the rhetoric is ill-defined and generates confusion as to what it means at a practical level. In short, it remains unclear how to achieve an efficient and effective whole-of-government approach or what that would actually look like. This thesis examines this dilemma and identifies the factors for successful implementation of New Zealand’s whole-of-government approach to peace support operations. Rather than concentrating on the formerly popular ‘machinery of government’ changes, this thesis argues that there are three overarching factors when implementing a whole-of-government approach. The first requirement is strategic direction from Government. This should come in the form of a national security statement and subsidiary individual country strategies. The second is culture change across the public sector. This focuses on the ‘soft issues’ such as organisational cultures, values and routines, professional beliefs, as well as institutional values and preferences. Significantly for peace support operations, this must be extended to promote a culture of education and awareness of host nation history and society. The third factor is accurate and flexible performance indicators and measurement to ensure that success can be identified and achieved. Effective execution of these factors will add value and promote excellence in New Zealand’s peace support operations.</p>

Values Related to Moral Behavioral Practice in Malay Students Context

Malaysia is a country that strives to instill noble or good morals and values among the young generation who will lead the country&rsquo;s development. The importance of values has been clearly stated under the principle of &lsquo;decency and morality, the fifth principle in Malaysian national principles. Adhering to this principle requires constant effort and has its challenges. This study discusses the practices of moral behavior in the daily lives of Malay students. This study uses the case study design (one case, one place) and a qualitative approach to understand this phenomenon. Purposive sampling techniques and specific criteria were used in selecting the participants of this study. The ATLAS.ti 7 software was used to manage the data obtained through observation, interviews, and document analysis. The thematic analysis technique was then utilized to analyze data obtained in this study. These findings show that personal noble values and institutional values are the core of moral behavioral values. Malay students understand the practice of moral behavioral values as a combination of personal values and the institutional values that work in balance to be manifested and practiced consistently in their daily lives. In conclusion, together, the Ministry of Education, schools, family institutions and the community play an important role in inculcating values related to the practice of moral behavior among students. It is suggested that future studies conduct a comparison of values related to moral behavior among various ethnicities as well as categories of students (disciplined and undisciplined groups).

Diversity, equity and inclusion: organizational strategies during and beyond the COVID-19 pandemic

PurposeThe coronavirus disease 2019 (COVID-19) pandemic has caused unprecedented health, economic and social ramifications. Cumulative stressors for healthcare organizations during the pandemic have an impact on the morale of the workforce. The impact of magnified health disparities with ongoing disproportionate loss of lives of people of color combined with the racial injustices has left many colleagues and communities traumatized and seeking solutions. This is a moment in time for organizations to lean into the strengths of their diversity leadership to strengthen a culture of inclusion and build resilience for their employees.Design/methodology/approachThe authors use an organizational case study to describe the initiatives and experiences related to fostering a culture of inclusion and belonging at an academic health center during the initial epicenter of the pandemic.FindingsThe authors weekly community building virtual cafes, leveraging funding for diversity initiatives and visible ways to showcase the work of colleagues have been feasible, sustainable and had positive outcomes. Similar processes may assist other institutions and organizations seeking to enhance efforts for inclusion while distancing.Research limitations/implicationsStrategies described are generalizable but the authors report on one organization's experience.Originality/valueIntentional strategies that help build a deeper sense of community are essential for institutions during the disruption of pandemic related physical distancing. Inclusive decisions anchored in equity and inclusion as core institutional values will be essential to sustain resilience as the authors seek to build the new “equitable” normal.

A Jurilinguistic Analysis of Proverbs as a Concept of Justice Among the Yoruba

Polemical surveys of the rich cultural heritage of the peoples of Africa, especially before their contact, and eventual subjugation to the western imperialists have continued to reverberate across Africa and beyond. The surveys bemoan the abysmal disconnect between the African societies and their indigenous socio-cultural and institutional values. It has been pointed out, more than three decades ago, by Nkosi (1981) that indigenous languages formed part of a living organism forever changing to accommodate concepts and ideas which, over time, became the common heritage of all those who speak the same language. This paper examines the jurisprudential concept of justice among the Yoruba of South West Nigeria, with examples drawn from Yoruba proverbs. What linguistic instruments were available to canonize the justice systems and how were they deployed? The plethora of examples, it is found, have become etched on people’s consciousness and sensibilities, such that they become canonized into unwritten laws in many of the societies. In strict consideration of jurisprudence as the science of law, the study investigates how Yoruba proverbs constitute a corpus of linguistic materials used in informal administration of law among the Yoruba. Although lacking established benchmarks, many of the proverbs have become the codes in the process of administration of justice, which in many cases is conciliatory and not adversarial. In effect, therefore, the study is a contribution to the growing research on African linguistics and jurisprudential analysis. This viewpoint is ensconced in a metaproverb: “a re ma ja kan o si”. (Disagreements are inevitable amongst folks).

Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

The dynamic development of the global economy has led to the creation of agile and innovative organizations that need to adapt rapidly to new challenges. For that reason, organizations need to make decisions that help them face uncertain situations and be successful. Research has demonstrated that employee participative decision making (PDM) promotes more innovative, flexible, and sustainable organizations. The present paper examines organizational, cultural, and sustainable factors to discover how these variables affect PDM in the European context. For this purpose, this study focuses on two main objectives: (1) analyzing the impact of a country’s cultural and institutional values (macro level), beyond individual and organizational characteristics (micro and meso levels), on the adoption of PDM in the European context and (2) differentiating among the types of decisions for which employee participation is considered (operational or organizational). To attain these goals, three hierarchical fitted regression models were fitted using data based on the Sixth European Working Conditions Survey (EWCS) and complemented with information from Hofstede’s dimensions, whose scores are obtained from 2010 Hofstede database, and institutional values from the 2015 World Competitive Yearbook (WCY). Results demonstrate that some cultural values are significant for PDM and that sustainability is related to employee participation at the general and operational levels. This allows the conclusion that organizations located in countries with greater sustainability awareness are also those that promote employee participation the most.

The development of nurses’ foundational values

Background: In the ever-changing and complex healthcare environment, nurses encounter challenging situations that may involve a clash between their personal and professional values resulting in a profound impact on their practice. Nevertheless, there is a dearth of literature on how nurses develop their personal–professional values. Aim: The aim of this study was to understand how nurses develop their foundational values as the base for their value system. Research design: A constructivist grounded theory methodology was employed to collect multiple data sets, including face-to-face focus group and individual interviews, along with anecdote and reflective stories. Participants and research context: Fifty-four nurses working across various nursing settings in Indonesia were recruited to participate. Ethical considerations: Ethics approval was obtained from the Monash University Human Ethics Committee, project approval number 1553. Findings: Foundational values acquisition was achieved through family upbringing, professional nurse education and organisational/institutional values reinforcement. These values are framed through three reference points: religious lens, humanity perspective and professionalism. This framing results in a unique combination of personal–professional values that comprise nurses’ values system. Values are transferred to other nurses either in a formal or informal way as part of one’s professional responsibility and customary social interaction via telling and sharing in person or through social media. Discussion: Values and ethics are inherently interweaved during nursing practice. Ethical and moral values are part of professional training, but other values are often buried in a hidden curriculum, and attained and activated through interactions during nurses’ training. Conclusion: Developing a value system is a complex undertaking that involves basic social processes of attaining, enacting and socialising values. These processes encompass several intertwined entities such as the sources of values, the pool of foundational values, value perspectives and framings, initial value structures, and methods of value transference.

Disruption, values and resilience: The British Library’s response to the Covid-19 pandemic

This article focuses on the institutional response of the British Library to the Covid-19 pandemic over the course of the past year. National libraries have a key part to play as the world recovers, and the experiences of the British Library highlight the central role of digital in adapting to massive disruption, of the importance of institutional values in steering a course through a year of crisis, and the contribution that we can make to building national and international resilience against future shocks and turmoil.