Cultural heritage management is essential for protecting the historical and cultural significance of sites while contributing to economic growth. This study's objective is to ascertain and evaluate modern management techniques for heritage sites that maximize economic benefits while ensuring sustainable protection. It seeks to discover methods that effectively stabilize heritage conservation with economic development goals. This study investigates the relationship between Economic benefits, Cultural preservation, Public Engagement, Community Impact, Sustainability of Management Practices, and Innovative approaches to managing cultural heritage utilizing (...) Partial Least Squares Structural Equation Modeling (PLS-SEM). A systematic questionnaire with a Likert scale rating was used to collect data from 450 populations. The measurement model assessed the validity and reliability of latent constructs, while the structural model analyzed the relationship between constructs based on the proposed hypotheses. The structural model revealed that EB, CP, and SMP are positively connected to the IMCH, between cultural heritages for economic benefit. (β = 0.55,0.50,and 0.56,p < 0.05), providing well support for hypothesis 1, 2, and 5. The result shows there are no significant changes to managing cultural heritage for economic benefit. (shrink)

_Relevance_. The starting point for embedding CSR as part of the management culture is the vision and values. But first, you need to understand what 'values' means in CSR terms. Companies spend time and effort in creating their mission, vision and values statements, but these are often only from a commercial and internal viewpoint. To achieve CSR values, managers need to take an objective external vie", identifying their various stakeholders, and the company's impacts upon them [1]. Management culture (...) is part of an organizational culture that includes both formal and informal elements of the organizational culture. Management culture reflects the level of the organization’s managerial system development, modernity, efficiency and functionality. It depends on this level how innovations will be implemented in the organization’s management and whether they will be implemented at all, and how effectively the objectives will be solved and the aims will be implemented [2]. Summarizing the results of various research made in different countries, it becomes clear that large companies are not always inclined to coordinate their activities with stakeholders because of their institutional weakness. Research aim: assess the level of cultural and social responsibility of organisational management and discuss their links. Research methods. Analysis of scientific literature, questionnaire survey. Research results. The findings of the research carried out in other countries proved that organizations evaluate not all aspects of corporate social responsibility, and this is influenced by the lack of the employees, as one part of the stakeholders, strong institutional capacity. The quantitative research found that the administration of both groups of companies inadequately evaluate corporate social responsibility activities, there is no feedback guaranteed, there is insufficient care about the relations with employees who are one part of stakeholders, their physical environment and psychological condition. There is no effective internal audit system of social responsibility which should be developed to guarantee feedback, and corporate social responsibility has not become an inseparable part of organizational culture. Having evaluated the weaknesses and the positive trends of management culture and social responsibility characteristics of groups of companies, it should be stated that firstly, management culture expression has influence when aiming for corporate social responsibility; secondly, corporate social responsibility can be regarded as an integral derivative of management culture realized in organizations’ management practice. However, there are also significant differences. There were set personal managerial personnel culture and management knowledge significant amounts of estimates, associated with different approaches to other management work criteria according to which the management culture condition is diagnosed. The clearer dynamics of indicator estimates of the second group of companies leads to the conclusion that the management culture is still being formed, but without clear direction vector. Processes are not clearly focused and uncoordinated. The standards, regulations existing in the second group are not sufficiently linked to the activities practice, so they do not guarantee the optimality of processes, unlike in the first group of companies, where there is a standard peculiar management culture, although the estimates of indicators diagnosing it are not particularly high. In such a situation, the questions of investment in the modernization of management, optimization of working processes remain relevant, unresolved, but the effectiveness of their payoff remains uncertain. Human resources in management policy of both groups of companies are under-estimated; in order to create favorable conditions for their effective use, communication and the interrelationship functionality problems are acute. Organizations (larger problems fixed in the second group of companies) are not adequately prepared to implement corporate social responsibility organization-wide, as management work is not optimally organized, the managerial personnel lacks knowledge and skills working with human resources. Even in the evaluation of formal aspects of corporate social responsibility standards implementation possibilities, the situation existing in groups of companies and organizational abilities of leaders would not allow to realize them systematically and effectively. In this case, corporate social responsibility values would remain more as a declarative form and not the organization’s management culture inseperable part, and a natural, balanced way of functioning of processes based on this philosophy. Though in the second group of companies there is clearer dynamics according to separate management culture parameters, the apparent orientation to modernization of activities shows more open to innovation, in which the elimination of drawbacks and purposeful development can serve the realization of corporate social responsibility more effectively. In both groups of companies the highlighted declarative corporate social responsibility policy trends contradict the actual practice of social responsibility in relations with the organization's internal and external stakeholders. This partly confirms theoretical insights presented in Lithuanian scientific works, which emphasize marketing direction of corporate social responsibility as a general cultural dominant. However, this aspect has not been developed yet in the case of the discussed groups of companies, and the research results lead to the conclusion that organizations lack basic knowledge of corporate social responsibility and motivation to realize them in practice, and the high level of clustering and internal corruption impedes social responsibility transfer to the strategic level. The lack of development of dialogue culture between stakeholders (subjects) became apparent in management culture problem areas and can become a formidable obstacle to the implementation of both individual social responsibility initiatives and installing in complex. This is true in the sense that the organizations do not have universal support from employees, and the procedures are carried out in a superficial manner and have a formal character. Corporate social responsibility is a valuable organization's internal culture category, but this base is not strong enough and balanced. Corporate social responsibility in the activities of both groups of companies (and especially - the first) can be considered still developing and has not taken clear shapes yet. According Hoskins (2006) CSR is a means of developing a management culture. However, the fundamental CSR success factor is that it is a living management process. The strategy needs to be reviewed regularly, and implemented across business units and all CSR components. The delivery of CSR practice is a critical activity. If any of the components are weak, then they detract from the effectiveness of the other components. Like all cultural aspects, CSR is only as strong as its weakest link A CSR management system is essential for CSR to become embedded within the business culture. CSR should not be a separate central activity, but become part of the business process and practice for all business units. (shrink)

Field studies indicate that error management culture can be beneficial for organizational performance. The question of whether and how error management culture can be induced remained unanswered. We conducted two experiments with newly formed teams, in which we aimed to induce error management culture and to explore whether we would also find beneficial effects of error management culture on performance in an experimental setting. Furthermore, we tested whether culture strength moderates the relationship between error management (...) culture and performance. In Study 1, we used two tasks that require rational problem solving. In Study 2, we used a task that requires creative problem solving. We successfully manipulated error management culture in terms of an effect on perceived error management culture within the teams. While we did not find a direct effect of error management culture on performance, Study 2 revealed an indirect effect via communication in the teams. To our surprise, culture strength did not influence the hypothesized relationship. We discuss potential theoretical and alternative explanations for our results, and provide an outlook for future studies. (shrink)

The article analyzes the basic principles of state policy in the sphere of culture. The specific mission of cultural awareness is determined in the national socio-cultural context. The study highlights the key concepts of contemporary cultural policy in Ukraine, including "management culture" and "cultural support". The article discloses their role in the national public identity. The authors conclude on the necessity of substantial organizational and managerial reform of cultural policy on the principle of consistency in maintaining spiritual achievements (...) of Ukrainian people and its traditions with simultaneous modernization of cultural life of society. (shrink)

The paper presents the analysis of the concept of the noosphere, information and innovation management, which aims to realize the idea of noosphere thinking in administrative management, namely development of harmonious relationship between man, society, nature. It is revealed that the sphere of mind and spirit is based on the concept of the noosphere-no-information-innovative development of administrative management, which serves as the core of noosphere thinking manager. The aim is to create the concept of noosphere thinking, which is a key (...) point of noosphere genesis. Method - information and synergy that allow to analyze the complex phenomenon of civilization as noosphere, innovative information management. At the heart of the noosphere, information and innovation management is coevolution of interacting elements of the elements of the system, which develops and maintains its integrity. It is important for noosphere administration as a set of processes, which combine three types of evolution - natural, social and activity-in fact, the center of which man as the measure of all things. It is made the conclusion that the formation of the concept of the noosphere-information-innovative development of administrative managers of the modern era should work out the innovation and information infrastructure of noosphere thinking and management culture. (shrink)

The relevance of the research topic is that the interaction of managerial education and managerial culture in the information society is an integral part of the formation of a management paradigm of the ХХ1 century. The interaction of managerial education and managerial culture in information societies is an interdisciplinary matrix of many socio-humanities and behavioral sciences. The problem is conceptualization of the interaction of managerial education and managerial culture in the information society, which allows to develop modern (...) directions of improvement of managerial culture in the conditions of transition to a new technological way. It is at the post-industrial stage that the formation and development of a management culture based on knowledge, intelligence, professionalism, and formed by managerial sciences is taking place. Analysis of recent researches and publications - for analysis, we distinguish publications by Regina Andryukaytene, V. Bekh, Yu.Bekh, V.Voronkova, O.Kivlyuk, V.Nikitenko, M.Maksmenyuk, R.Oleksenko, O.Punchchenko, O.Sosnin, which allow us to justify the interaction of managerial education and managerial culture in the information society. Isolation of unexplored parts of the general problem - management culture as the basis of management, based on the culture of management. The task statement is an analysis of the methodological principles of the interaction of managerial education and management culture in the information society. Methods - general sciences and methods of constructive methodology applied to cultural management. In the economic, sociological, socio-philosophical literature of recent years the concept of "cultural management" has become widespread. At the core of the study - the conceptualization of methodological foundations, allowing penetrating the interaction of managerial education and management culture in the information society, the development of directions for improving the culture of management activities. The scientific novelty of the research is the application of constructive methodology aimed at increasing the effectiveness of the culture of management activity. It is proved that the most important attributes of managerial culture, aimed at analysis of a complex self-regulated system, are the culture of management, self-organization and reflexivity, which promote the interaction of culture and management. This qualitatively accelerates the process of transformation of society through the inclusion of culture in management activities. Conclusions - the thematic domain of the interaction of managerial education and managerial culture in the information society should be considered as a dynamic process, the result and a complex social phenomenon. The use of this interaction contributes to the formation of the concept of a culture of management, which is necessary to solve the problems of modern society and increase the dynamic development of the state and society. (shrink)

This article argues that we cannot separate theology on the one hand and politics, law and economy on the other when trying to understand how to deal with religious and cultural diversity. Through an historical examination of the formation of the right to religious liberty in the West, it shows that the European secular state is still deeply indebted with its theological presuppositions. This conclusion explains why systems of religiously based personal regimes are much less widespread in Europe than in (...) other parts of the world. It also suggests that the best way to manage cultural and religious diversity in Europe consists in strengthening the pluralistic components of the European legal systems, as already shown by recent reforms in the field of family and commercial law. (shrink)

Get organizational results by nurturing commitment, integrity, and transparency. A healthy corporate culture is the secret to an organization's performance. The good news is that employees already embody the values needed to propel the organization to its goals, but institutional roadblocks get in the way. All too often leaders don't know how to diagnose their culture in order to clear these roadblocks to performance. The 3 Power Values presents a breakthrough model that permits leaders to measure and manage (...) culture. To create a fully aligned high-performing culture, leaders need only focus on nurturing three catalyst values: Commitment, Integrity, and Transparency. Offers an innovative values-centered model to help organizations achieve short-term goals without sacrificing long-run sustainability Filled with lively case studies of major companies including Johnson & Johnson and Boeing David Gebler is a recognized thought leader in the field of values-based ethics and culture risk management The 3 Power Values offers leaders at all levels a unique and accessible approach to identifying the behavioral challenges that are hindering their corporate culture and to removing them effectively. (shrink)

In order that Hungarian enterprises might survive and grow in western markets, management culture will have to change. Hungary has a lot of advantages, a well educated work force, a culture of change and a latent ability to rebuild itself. It is geographically well placed in the centre of Europe but, unfortunately, it has no mineral wealth to speak of and it is relatively small. Hungary, therefore, has to depend on export to grow and prosper. Change might require (...) sacrifice, but, if this is done correctly and fairly it is worth doing. (shrink)

La globalisation qui devait ouvrir le monde conduit à un défi inverse: gérer le retour des identités et la diversité culturelle. Il s'agit maintenant de créer une autre mondialisation associant humanisme universaliste et respect des identités. Or, il apparaît que le cadre politique traditionnel est le plus apte à permettre de respecter cette diversité culturelle. Il doit donc être préservé pour assurer la protection non seulement sociale mais aussi culturelle. Si les pouvoirs européens sous-évaluent la question des identités et ne (...) prennent pas en charge la gestion de la diversité culturelle, on risque de déboucher sur les pires des communautarismes, comme on l'a vu en Bosnie et ailleurs. La prise en compte des identités concerne aussi l'ensemble des populations migrantes, dont on doit valoriser les apports culturels au lieu de les ignorer. Par ailleurs, afin de faciliter la cohabitation culturelle, il faut promouvoir une « laïcité de tolérance » dans laquelle la gestion politique serait totalement autonome par rapport aux croyances religieuses. Dans tous les cas, le respect de la diversité culturelle exige donc une revalorisation et une indépendance de la sphère politique.Globalization which would open up the world leads to challenge reverse handle the return of identities and cultural diversity. It is now creating another globalization combining universalist humanism and respect for identities. However, it appears that the traditional political framework is the most suitable to meet this cultural diversity. It must be preserved to protect not only social but also cultural. If the European powers undervalue the question of identities and do not take responsibility for managing cultural diversity, is likely to lead to the worst of communitarianism, as we have seen in Bosnia and elsewhere. Taking into account the identities also concerns all migrant populations that must develop cultural contributions instead of ignoring them. In addition, to facilitate the cultural coexistence, we must promote a "secular tolerance" policy in which management would be totally independent of religious beliefs. In all cases, respect for cultural diversity therefore requires a revaluation and independence of the political sphere. (shrink)

From the perspective of socio-economic point of view the author pointed out three groups of consistent patterns of informational and propagandistic support in the armed forces, namely: 1) dependency of its nature, place in the instruments and phenomenology of ideologic work on: peculiarities of security environment; peculiarities of military culture of the particular society; type of society, which is characterized according to the criteria of perception of war as a means of defendind national interests and national ability to act (...) collectively, readiness to sacrifice during the war, as well as the method of information relationships in society; nature of official military discourse, which represents understanding of threats to the military security and methods of reaction to such threats - military ideology and military doctrine; the nature of war and its political goals; methods, objectives, means and results of the armed struggle; 2) dependency of organizational forms of informational and propagandistic support in the armed forces on organizational environment, namely social purpose and structure of the state military administration, responsible for such work, its logistical and management capacities; the level of management culture of the staff, responsible for informational and propagandistic support in the armed forces; general and current efficiency of informational and propagandistic impact on the consciousness and behavior of military personnel, population in the area of military units deployment / combat mission; conditions of implementation of informational and propagandistic support in the armed forces, service and out of service time, devoted to such work; 3) dependency of content of informational and propagandistic support in the armed forces on peculiarities of socio-military environment: system of the armed forces completing, development trends of military and political consciousness of military personnel and population in the area of military units deployment / combat mission, peculiarities of everyday tasks and military activities: conformity of the objective of informational and propagandistic support in the armed forces to the needs of daily and combat activities in the context of specifically defined tasks, restrictions imposed to the process of common and military tasks execution. The author proposes original variant of gradation of principles of the informational and propagandistic support in the armed forces: general ones, which are necessary to determine the mission of system of informational and propagandistic support in the armed forces and build such a system,which are worked out on the basis of the patterns of the first group; special ones, which represent the basis for possible realization of the system of mission of informational and propagandistic support in the armed forces, which are worked out on the basis of the patterns of the second group; methodological ones that are necessary to solve specific problems of informational and propagandistic support in the armed forces, which are worked out on the basis of the patterns of the third group. Taking into account the above principles, the author has formulated the requirements for organization of provision of informational and propagandistic support in the armed forces in current conditions: centralization, consistency, purposefullness, continuity, planned character, activity, flexibility. (shrink)

Hofstede’s cultural values framework has been applied in a study looking at possible relations between migration streams and their country of destinations. The study is based on a model which consists of three factors: Human Resources Management, Culture Dimensions and Migration and it points out their non-linear relationship. Migration outflows from Poland in 2002 are measured against culture dimensions (both in Poland and destinations countries) and power distance emerges as the most influential possible “pull” factor. A list of (...) positive and negative implications of the Human Resources Management, Migration and Culture Dimensions relationship on a personal, corporate and national level is presented. (shrink)

From anxiety about Muslim immigrants in Western Europe to concerns about undocumented workers and cross-border security threats in the United States, disputes over immigration have proliferated and intensified in recent years. These debates are among the most contentious facing constitutional democracies, and they show little sign of fading away. Edited and with an introduction by political scientist Rogers M. Smith, Citizenship, Borders, and Human Needs brings together essays by leading international scholars from a wide range of disciplines to explore the (...) economic, cultural, political, and normative aspects of comparative immigration policies. In the first section, contributors go beyond familiar explanations of immigration's economic effects to explore whose needs are truly helped and harmed by current migration patterns. The concerns of receiving countries include but are not limited to their economic interests, and several essays weigh different models of managing cultural identity and conflict in democracies with large immigrant populations. Other essays consider the implications of immigration for politics and citizenship. In many nations, large-scale immigration challenges existing political institutions, which must struggle to foster political inclusion and accommodate changing ways of belonging to the polity. The volume concludes with contrasting reflections on the normative standards that should guide immigration policies in modern constitutional democracies. Citizenship, Borders, and Human Needs develops connections between thoughtful scholarship and public policy, thereby advancing public debate on these complex and divisive issues. Though most attention in the collection is devoted to the dilemmas facing immigrant-receiving countries in the West, the volume also explores policies and outcomes in immigrant-sending countries, as well as the situation of developing nations—such as India—that are net receivers of migrants. (shrink)

The relevance of the research topic is that the psychological aspects of leadership culture are formed under the influence of many factors - economic, organizational, philosophical, philosophical, emotional. The problem statement is the conceptualization of the psychological aspects of forming a leader's leadership culture that creates strategy and produces strong managerial ideas. A true leader should inspire, inspire enthusiasm, support people in motivation and form high-performing teams as a whole. Analysis of Recent Research and Publications - for analysis, (...) we highlight the work of Goleman, Daniel, Boyatzis, Richard and McKee, Annie. Primal Leadership Unleashing the Power of Emotional Intelligrnce. Boston · Massachusetts: Harvard Business Review Press, 2013. 288 pp., which presents the psychological foundations of a leader's emotional intelligence that allow us to substantiate the psychological aspects of forming a leadership culture for a high-performing team leader who maintains good relationships and positive expectations for the future. Methods are general and constructive methodology applied to the analysis of a leader's leadership culture in the context of a reflective paradigm. Selection of previously unresolved parts of the general problem addressed in the article. The basis of the research is the conceptualization of methodological foundations that allow penetrating into the psychological foundations of the formation of leadership culture, which shows that leaders are daily in the conditions of unstable economy, stochasticity and turbulence, frantic development of information technologies, aggravation of competition. Goal setting - an analysis of the methodological foundations of the psychological aspects of forming a leader's leadership culture, based on creative ideas and innovations. In the social-philosophical and psychological literature of recent years, the concept of "leadership of creation of leaders" of "management of creation of emotionally conscious organizations" has become widespread. The purpose of the article is to conceptualize the psychological aspects of forming a leader's leadership culture in the context of a reflexive paradigm. Objectives: 1) to explore the concept of "management creation leadership"; 2) to identify the most important attributes of managerial psychological culture aimed at forming the emotional intelligence of the cultural leader; 3) to formulate the concept of leadership management culture to fine-tune all processes, create strategy and produce strong ideas; It is proved what character traits are needed for a modern management culture to be a leader of high quality and to use the whole arsenal of positive leadership and mutual understanding in the organization. The conditions for creating leaders in the context of motivation to change and assessing the real self are revealed. Conditions for creating emotionally conscious leaders and organizations are revealed. The most important attributes of managerial psychological culture are directed to the formation of emotional intelligence of the cultural leader, directed to the culture of management, self-organization and reflexivity, which promote the interaction of culture and psychology, culture and intelligence, culture and creativity and innovations. Emotions, the ability to understand and empathize help a high-performing leader to lead the team, but to do so, one must develop the skills of emotional leadership in oneself. Conclusions. The use of psychological aspects of forming the emotional reflection of the leadership culture of the leader-reformer contributes to the formation of the concept of a culture of leadership management, to fine-tune all processes, create a strategy and produce strong ideas, reinforce the concept of individual leadership and promote the success of companies. Self-awareness and management skills span the focus on achievement, planning, initiative, honesty, self-control, and self-confidence. (shrink)

The article presents the conceptualization of development of information culture of personality under the conditions of modern society; identified methodological bases of information culture that develops in conditions of virtual-network society; defines the essence and the content of the information culture and analysis concepts and categorical apparatus information culture, disclosed the relationship to information information management culture; problems of development of information culture and ways of their solving. It is concluded that the information (...) class='Hi'>culture that develops in modern conditions, requires the development of appropriate theoretical and conceptual approaches to this innovative issues that affects a lot of problems and ontological epistemological, axiological dimensions. (shrink)

ArgumentIn this paper I examine the mass medical inspections of immigrants to the United States from the 1890s through the 1920s. I show how, framed as it was not only by nativism and eugenics but also by national industrial imperatives and priorities, scientific medicine served dual purposes. On the one hand, the medical exam was a tool for managing cultural and biological threats to the nation. There were regional variations in medical inspections that reflected the politics of race. On the (...) other hand, the medical exam played an important role in the process of building an unskilled, highly mobile labor force. The industrial demands of the nation provided a rationale for drawing and absorbing millions of European immigrants into the labor force. It was thus a distinct product of the political economy of immigration. It was this second function that characterized the exam for the majority of immigrants entering the nation. (shrink)

Cultural diversity is an increasingly important phenomenon that affects not only social and political harmony but also the cohesion and efficiency of organisations. The problems that firms have with regard to managing cultural diversity have been abundantly studied in recent decades from the perspectives of management theory and moral philosophy, but there are still open questions that require deeper reflection and broader empirical analysis. Managing cultural diversity in organisations is of prime importance because it involves harmonising different values, beliefs, credos (...) and customs, and, in essence, human identity. Taking into consideration these cultural differences and harmonising them is a human rights issue and a central dimension of corporate social responsibility. Here we are going to focus on theoretical reflection about the ideas that lie behind corporate policies and organisational initiatives that deal with cultural diversity. The aim of our paper is twofold: to present a critical reflection on the ideology of tolerance, and propose an ideology of respect for dealing with cultural diversity. We start by presenting the plurality of interpretations of the concept of ideology, and justify its applicability to the field of cultural diversity. We then reflect on the differences between “tolerance” and “respect” and identifying the practical implications for managing cultural diversity. And finally, we propose a culture of respect that goes beyond tolerance and complements and legitimizes the “business case” perspective for managing cultural diversity in companies. The ideology of respect is based on the Kantian tradition and on the discursive approach where rational dialogue and argumentation are considered the legitimate process for creating a culture of intercultural respect. From this theoretical discussion of the key philosophical concepts we can suggest some general principles for managing cultural diversity in organisations. (shrink)

The role of the cultural assets as one of the pillars of sustainable development is undeniably of great significance in the cultural sustainability of cities. Indeed, the way users understand and interpret cultural heritage sites would be highly critical to managing cultural organizations properly. It means by improving users’ perception of these sites, it can expect a fair distribution of comprehensive awareness among generations about the values of cultural assets. Past studies in spatial psychology have demonstrated that environmental properties can (...) positively Influence human emotions. On the other hand, using computational–mathematical methods used to examine spatio-visual properties have rarely been compared to human perceptions. This paper examines the impact of spatio-visual properties on human perception as a clever cultural management strategy to promote cultural sustainability. It is discussed how environmental features in general, and visibility in particular, can shape the way users interpret cultural heritage. Results indicate that not only visibility of users’ paths within cultural heritage sites can be an influential factor for the development of users’ perception, but also the visibility of the entrance of these complexes can change their understanding. This means that decision-makers, architects, and managers of the cultural organizations can apply these findings as cultural management framework by defining predefined paths in these sites in the way that they possess high visibility and visible entrance. Consequently, the distribution of public awareness among generations can be improved to strengthen the role of cultural aspects in sustainable development. (shrink)

The most common way of managing cultural heritage recently takes form of cultural routes as they seem to offer a new model of participation in culture to their recipients; they are often a peculiar anchor point for inhabitants to let them understand their identity and form the future; they offer actual tours to enter into interaction with culture and history, to build together that creation of the heritage, which so is becoming not only a touristic product, but, first (...) of all, the space for cultural, social and civic activity. Yet, so far, according to what we know, the research problem concerning the method of cultural route organization into solid structures or more of the networked nature, has not been deliberated. A question arises, what values are brought by routes and how to organize routes to be the carriers of the values important for communities, where routes are functioning. And, as a consequence, if, from the point of view of the values of local communities, organizing solid route structures or organizing more widely-spaced, network-based routes would bring effects and what those effects would be. Thus, the posed question is of course scientifically imprecise because a network is a type of structure but presents a given direction for the development of cultural route structures. Our objective here is to present a certain solidity and rigidity of structure with dynamic and smooth understanding of the network. The research presented in the article is based on 3 case studies. We have selected for this purpose the three largest cultural routes in Poland, organized to various degrees. The outcome of the research was referred also to other cultural route organization research. (shrink)

The objective of this article is to analyze the relationships between theories of strategic design and participatory design, in multiple commercial alliances between local entrepreneurs from different sectors and their integrated application in the urban context. Various authors have dealt with these strategic issues in isolation and less frequently have addressed them from the entrepreneurial experience. A review of the specific literature allows us to account for the main concepts involved in this approach. The case being analyzed refers to a (...) fitness-related venture in the city of La Plata, which articulated, together with other local actors, a collaborative strategy that led to the application of a superior business model for its sector. In addition, he capitalized on his role as an influencer on the social network Instagram, as a way to enhance the project’s comprehensiveness. The topics that are addressed synthesize the key concepts that allow us to interpret the praxis relieved. And from them, create a model that can be applied in other markets and territories to promote young local development. And in this way, different actors, complementary products and services serve to jointly promote a co-productive and self-managed culture. (shrink)

Human resources management is essential to ensure the success of any organization which is based on the belief that an organization gains competitive advantage by using its people effectively and efficiently. But HR professionals need organizational support to make the employees more committed and passionate about their work. In this study, the researchers aim to examine the moderating effect of organizational support in the relationship between human resource professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness. HR Professionals’ competencies such (...) as credible activist, talent manager, culture and change steward, strategy architect, business ally, and operational executor nurture HR professionals’ effectiveness. Besides, HR professionals’ willingness is a significant predictor of HR professionals’ effectiveness. To test the relationships, the researcher collected data through survey questionnaire from 183 managers from commercial banks of Pakistan. For statistical analysis, Partial least squares-structural equation modeling is used to analyze the data and test the hypotheses. The findings reveal the positive and significant impact of HR professionals’ competencies and HR professionals’ willingness on HR professionals’ effectiveness. Additionally, the moderating impact of organizational support was also significant among HR professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness relationship. The study contributes in the literature of HR professionals’ effectiveness and organizational support in the banking sector of local context. The study also discusses the implications and future directions. One of them is that the research framework provides guidelines for HR professionals about what competencies are needed to enhance HR professional effectiveness. The present study recommends HR professionals of the banking sector to be involved in strategic planning and implementation in their organization. (shrink)

The relevance of the research is manifested in the fact that organizational culture is an important and penetrating everywhere concept with regards to influence on organizational change programmes. Literature analysis shows that there is ambiguity in the assessment of organizational culture. A certain outcome of a cultural variable may have not the same effect on all organizational processes associated with management activity.. According to Melnick, in order to gain a deeper understanding of the processes of management and management (...) culture changes hapenning in the modern world, it is appropriate to evaluate contemporary management practices that reflect the effects of historically composed life modes and stereotypes that manifest themselves in management activities. The research aim: to discuss the factors and stages forming organizational culture development. Analysis of recent research and publications. Organizational culture is analyzed in various contexts. Organizational culture models and their components have been defined by Schein, Ostroff et al., et al., the significance of organizational culture is analyzed ; McLoughlin and Miura ; Di Pietro and Di Virgilio et al. The issues of forming/changing organizational culture remain of topical significance. Researches on this topic were carried out and the summarized results were submitted in their scientific papers by Bititci et al ; Gibbons and Kaplan, Mungiu-Pupăzan ; Hogan et al et al. In the study Hogan et al a key result is how layers of organizational culture, particularly norms, artifacts, and innovative behaviors, partially mediate the effects of values that support innovation on measures of firm performance. The objectives of the research: to define the organizational culture components and importance for the results of organizational performance; to identify the main factors of business culture that influence the results of the performance; to discuss the stages of implementation of the organizational culture development management plan. Research methodology. To achieve the goal, scientific literature analysis and synthesis methods are used. (shrink)

SENSEMAKING. ORGANIZATIONAL KNOWLEDGE AND CULTURE IN THE LIGHT OF INTEGRATED HUMANITIES Definitions of organizational culture usually focus on shared symbols, rituals, behavioral patterns, or even propositional assumptions concerning reality. Such phenomena represent heterogeneous collection of objects, events, and processes. Instead, the paradigm of integrated humanities defines organizational culture in terms of beliefs which provide both practical instructions for agents and shared interpretative schemes which guide the understanding of the environment. In this context, the process of “sensemaking” is (...) understood as a knowledge-based act of cultural sense-giving or of culturally mediated construction of organizational reality. Since the meaning-creation process seems to be both culturally mediated and knowledge-based, the perspective presented in the paper is defined as an “epistemic model of organizational culture”. Keywords: SENSEMAKING, ORGANIZATIONAL CULTURE, CULTURAL KNOWLEDGE, ORGANIZATIONAL KNOWLEDGE, TACIT KNOWLEDGE, KNOWLEDGE MANAGEMENT, CULTURE, KNOW-HOW. (shrink)

The increasing adoption of Artificial Intelligence (AI) in the workplace raises concerns about its impact on professionals’ sense of identity and their willingness to use this technology. This study investigates the relationship between AI-induced professional identity threat (PIT) and AI use intention in the workplace. We explore how factors like AI identity, records and information management culture, explainable AI (XAI) as a collaborator, professional experience, and temporal distance, can influence these relationships. Data was collected through an online survey distributed (...) via Google Forms and administered to a sample of 413 records and information management (RIM) professionals within Eastern and Southern Africa. Structural equation modelling (SEM) was conducted using IBM-SPSS-AMOS to analyse the hypothesized relationships. The findings reveal that while RIM culture does not significantly affect PIT or AI use intention, XAI and a strong AI identity are crucial in reducing PIT and enhancing AI adoption. Temporal distance was found to exacerbate PIT, especially among expert practitioners and reduce AI use intention among novice practitioners. These insights contribute to a deeper understanding of how to mitigate the negative impacts of AI on professional identity and promote its successful adoption within organizations. (shrink)

We consider academic freedom in the context of broader developments in higher education. We suggest that the tenor of contemporary debates on the subject is a manifestation of pervasive forms of authoritarianism that undermine the university as a home of adventure, a place and space that is conducive to the conduct of free inquiry.It is evident that some champions of academic freedom engage in dangerously polarized forms of spectacle, engendered by a management culture that embraces showmanship and routinely favours (...) talking over listening. As such, they represent a force for conformity rather than dissent; division rather than collective action. These forms of spectacle jeopardize rather than promote the principles of academic freedom by polarizing the terms of the debate for maximum ‘impact’. We explore the implications of conceptualizations of academic freedom that focus on the rights of everyone in the university. We also suggest that the notion might usefully be extended to those on precarious contracts, and to students facing normative expectations about what constitutes ‘progress’ in academic practice. Drawing upon Timothy Snyder’s On Tyranny: Twenty Lessons from the Twentieth Century and an essay by Vaclav Havel, we reassess the notion of the ‘pursuit of truth’ that underlies conventional definitions of academic freedom.We conclude with a brief vignette, a rousing endorsement of the ineffable and irreducible qualities of friendship. This entails slaying a fictitious, three-headed dragon and embracing a form of spectacle that transcends attempts to capture why it moves us. We leave the reader with warm-blooded traces of energy, curiosity, liveliness, and quiet determination. (shrink)

Hofstede’s cultural values framework has been applied in a study looking at possible relations between migration streams and their country of destinations. The study is based on a model which consists of three factors: Human Resources Management, Culture Dimensions and Migration and it points out their non-linear relationship. Migration outflows from Poland in 2002 are measured against culture dimensions (both in Poland and destinations countries) and power distance emerges as the most influential possible “pull” factor. A list of (...) positive and negative implications of the Human Resources Management, Migration and Culture Dimensions relationship on a personal, corporate and national level is presented. (shrink)

This paper distinguishes three distinct processes of change that a system of values can undergo: modernization, liberalization and westernization. Modernization refers to the changes needed to establish compatibility with science and technology, along with the functional demands of a capitalist economy. Liberalization refers to the changes needed to bring values into alignment with the requirements of a bureaucratic nation-state, along with the specific institutional strategies used to manage cultural pluralism. In a slight regimentation of everyday use, the term ‘westernization’ is (...) then reserved to describe the sort of influences generated through cultural contact with and emulation of the West. The goal of drawing this distinction is to show: first, that westernization, so understood, is a negligible force in the world today, and second, that despite the unimportance of westernization, we can still expect to see enormous convergence among the value-systems of different nations, due to the pressures imposed by modernization and liberalization. (shrink)

One of the most important changes in the environment of schooling during the last decade has been the establishment of educational markets and inter-institutional competition which, in turn, has led to the development of a new management culture in schools. In the light of these developments, this paper draws together the research on heads' responses to marketisation and suggests theoretical hypotheses on the impact of its underlying features on their psychological well-being. Our argument is that the major features of (...) educational marketisation may promote the emergence of both the determinants of professional growth and self-renewal and of occupational stress and job burnout among headteachers. These determinants, in turn, lead to the appearance of two types of well-being among school heads. To support our hypothesis we refer to the work of others and empirical findings from various fields of study. (shrink)

The world today is characterized by intercultural diversity. More and more communication takes place between people with different linguistic as well as cultural backgrounds. This happens because of contacts within the areas of business, science, education etc. but also because of immigration brought about by labour shortage or unstable political situation. The globalisation of the economy with increased appreciation by companies that managing cultural differences properly can be a key factor in getting things done effectively across borders. With increased contact (...) of personnel and customers from diverse cultural background, there is a growing demand for businesses to understand and manage the diverse values, perceptions, business worldviews and behaviour of corporations, staff, and its customer. Intercultural communication and management is an interdisciplinary human resources field concerned with faciliting communication, management and effective interaction of personnel and customers across borders. The starting point for understanding consumer behaviour is really important. Marketing and environmental stimuls enter the consumer’s conscioussnes, and set of psychological processes combine with certain consumer characteristics to resault in decision processes and purchase decision. The marketer’s task is to understand what happened in the consumer’s consciousness between the arrival of the outside marketing stimuli and the ultimate purchasedecision. Four psychological processes are motivation, perception, learning and also memroy, fundamentaly influence consumer responses. Understanding consumer behaviour may often be complicated since many different factors influence the behaviour and sicnce many different forms of behaviour exist. Paper describe fuzzy concept for evaluation of some cros-cultural impact and compare it with other type of measurements presented in literature. (shrink)

The article is a critical comment on the contemporary condition of the university and the reform of higher education introduced in Poland in 2018. The management culture imposed by the reform, focused on “scientific productivity” and bibliometrics, is in conflict with the university’s ethos of striving for truth and open discussion, constitutive for the community of learners and scientists. The author argues that attachment to these values is not only a matter of tradition, but a special task of the (...) university within the contemporary public sphere, torn by axiological conflicts, and disintegrating into a number of digital “tribes”. The university as an institution developed along with the culture of axiological pluralism and rational doubt, which is supported itself. However, these values cannot be maintained if the academic doxa adopts the assumptions of radical cognitive relativism. “Anti-relativistic cognitive minimum” and the assumption of relative translatability of languages are necessary if the university is to continue to play the socially important function of supporting critical dispositions and intellectual independence. (shrink)

Relevance of the research topic is that management education as a complex social phenomenon of the present, is an integral part of the formation of managerial culture of the head. Management education is interpreted from different sides, which suggests that managerial education is an interdisciplinary matrix of many socio-humanities and behavioral sciences. Problem statement - managerial education helps to form the personal qualities of the manager, which in general contributes to the formation of the concept of personal management. It (...) is at the post-industrial stage that the formation and development of managerial education, based on knowledge, intellect, and professionalism, takes place. The analysis of recent researches and publications - for analysis, we highlight the publications of V.Beh, Yu.Beh, V.Voronkova, O.Kivlyuk, V.Nikitenko, M.Maksmenyuk, R.Olexenko, O.Punchchenko, O.Sosnin, which allow us to penetrate into the essence of management culture as the basis of managerial education. The selection of unexplored parts of the general problem - management culture as a complex social phenomenon remains rather insufficiently analyzed, all transformations in our country depend on its level and high quality. Problem statement - analysis of the methodological principles of managerial education in the context of the philosophy of education. Methods - general science and methods of constructive methodology applied to management sciences. In the economic, sociological, socio-philosophical literature of recent years the concept of "learning society" has become widespread. Main material presenting. At the core of the study - the conceptualization of methodological principles that allow to penetrate into such a complex phenomenon as managerial science, updated in the era of the information society, the development of directions for improving teaching management science in the transition to a new technological structure.The scientific novelty of the research is the application of constructive methodology, which shows that management science is a science of praxeological orientation. It is proved that the most important attributes of managerial culture, aimed at analysis of a complex self-regulated system, are self-organization and reflexivity.They are those attributes that contribute to the formation of an innovative management paradigm. It qualitatively accelerates the process of development and transformation of society through the inclusion of intentional and unpredictable consequences in it. All these factors accelerate the transformational processes in modern Ukrainian society. Conclusions - the philosophy of education should be regarded as a process, result and social phenomenon. The main task of managerial sciences is the prognostic, which investigates the laws of objective reality, aimed at increasing the information, production and organizational potential. The use of this potential contributes to the formation of the concept of personal management of the manager, which is necessary to solve the problems of modern society and increase the dynamic development of the state and society. (shrink)

La crisis del agua es la crisis de la vida. Sin cambio cultural no puede darse un cambio en la gestión del agua. Esto implica que la cultura del agua debería dejar de ser considerada como un componente más de los proyectos, programas y planes para pasar a ser entendida como generadora y condicionante de todos los otros componentes de la gestión.Los enfoques actuales de la gestión del agua evitan poner el eje de su acción en la cultura y democracia (...) del agua, aunque lo que describen como gobernabilidad o crisis del agua es eminentemente cultural y derivado de la falta de democracia. Por otra parte se muestra cómo están surgiendo procesos que desde la sociedad civil asumen enfoques culturales y democráticos para enfrentar la crisis del agua. A lo largo del trabajo se postula que el enfoque desde la cultura democrática del agua es un proyecto ético de sustentabilidad de la vida. (shrink)