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The purpose of this paper is to determine how and to what extent firms are using “environmental choice architecture” to “nudge” innovation across the organization. The Cultural Alignment Model was designed based on the concept that individual and collective workforce behaviors are formed by an organization’s environment. Although existing since the 1950s, behavioral theory has seen a recent resurgence of popularity in shaping culture. Described in the book Nudge, compelling research demonstrates that individual and collective behavior can be influenced through what is termed “environmental choice architecture.” The Oxford Innovation Insights Project was established to test the Cultural Alignment Model, by answering the question – How and to what extent are firms using “environmental choice architecture” to “nudge” innovation across the organization?

Semi-structured interviews were conducted with 60 “C-Suite” executives, representing 15 different industries. Each executive was asked to respond to the same four items: to what extent do you agree or disagree with the statement – innovation is a strategic priority for our firm; on a scale of 1 (low innovation) to 10 (high innovation) please rate your firm’s organization-wide level of innovation; Which of the following processes does your firm use to encourage innovation across the organization? And for the processes that your firm uses, please provide examples of how each is designed to encourage innovation behaviors across your workforce.

Eighty-six percent of respondents identified innovation is a strategic priority for their firm, while just 8% of respondents rated their companies as having a “high” level of firm-wide innovation. The environmental choice architecture components most frequently used by firms to encourage innovation behaviors across the workforce are identified. A strong positive relationship was found between “high innovation” firms and the number of environmental choice architecture components they use to encourage innovation. Firms having a low level of innovation underperformed market peers, while firms rated as having a high level of firm-wide innovation outperformed the market benchmark.

Repeat the current study to include more respondents and industries; rather than relying on self-ratings, determine a firm’s innovation rating through an external assessment, such as industry expert ratings of firms’ innovativeness; beyond frequency of utilization, assess the strength of innovation “nudge” each cultural lever provides; determine if a relationship exists between the market and financial performance of firms and the number of “cultural levers” they use to nudge innovation across the workforce; and compare the level of innovation between each industry by expanding the respondent pool to include more representatives from each industry.

Company culture is identified as one of the top obstacles for a firm’s innovation performance in a global survey of 1,500 executives. Moreover, the authors of the McKinsey Global Innovation Survey state, “The best companies [in the study] find ways to embed innovation into the fibers of their culture, from the core to the periphery”, but tellingly the authors do not identify how to go about creating that embeddedness. The Cultural Alignment Model presented provides management a pragmatic approach to embed innovation across their firm’s culture using elements of the organization’s choice architecture.

Behavioral theory has seen a recent resurgence of popularity in shaping culture. The Oxford Innovation Insights Project tests the Cultural Alignment Model, by answering the question – How and to what extent are firms using “environmental choice architecture” to “nudge” innovation across the organization?

This paper offers an approach to deal with the value destruction caused when culturally incompatible organizations merge.

A field-tested Cultural Comparison and Integration Model is demonstrated. 10;

The model illustrates how managers can compare and integrate cultures of combining firms using “cultural levers”.

A case example of the model in practice is included.

The model has been tested in a large and medium size organizations in a variety of industries and nationalities.

In spite of controversies in academia, various nations around the world have been propounding the importance of cultural and creative industries (CCIs) as the driving force in economic growth and development strategies. Accordingly, this research aims to understand how these industries could contribute to forming a cultural and creative policy scheme in an urban context that is structured based on local cultural assets.

The case analysis of Rasht city, a UNESCO Creative City, assesses the planning policies from the national to the regional level to determine the cultural policy planning platform of Creative Rasht in four phases of urban cultural resources, municipal objectives, festival urban branding and the role of stakeholders, which are fashioned by the integrated cultural identity and sustainable city. This is followed by semi-structured interviews with experts and young researchers in the field of culture-led urban regeneration to evaluate different phases of the policy planning process.

By means of the qualitative method and ethnographic research, this paper argues that managerial regulations for local cultural industries contribute not only to the reinforcement of cultural resources but also to urban cultural sustainable development.

Building on empirical research, this paper attempts to argue the significant role of local CCIs alongside social values in creating a creative city platform, given the necessity for an urban cultural platform in Iran. It also emphasises the importance of local communities’ participation in the decision-making process and awareness-raising among different groups of stakeholders.

Value‐based management theories have fallen short in practice, especially when it comes to investor strategy.

A major report on management development in Australia raises new questions about how it will be implemented. Many factors have been found to contribute to the successful implementation of new policies and programmes. One of the keys to successful programmes of change management development is the involvement of managers in action learning. Uses a content analysis methodology to examine the coherence among the Karpin report’s recommendations and the research evidence to support them. Examines two levers for change ‐ cultural diversity and management learning ‐ as case studies for future management development programmes, using action learning. Suggests that action learning, as a cyclical, management‐development process, could be used to: review their (implicit) models of change; use a problem‐based methodology and check out the types of interventions that are planned for implementation action, and then consider what they learnt from implementing the report’s recommendations. Uses case study data from one industry to develop a model of implementation of a report through action learning.

In the US, a growing number of organizations and industries are seeking to affirm their commitment to and efforts around diversity, equity, and inclusion (DEI) as recent events have increased attention to social inequities. As health care organizations are considering new ways to incorporate DEI initiatives within their workforce, the anticipated result of these efforts is a reduction in health inequities that have plagued our country for centuries. Unfortunately, there are few frameworks to guide these efforts because few successfully link organizational DEI initiatives with health equity outcomes. The purpose of this chapter is to review existing scholarship and evidence using an organizational lens to examine how health care organizations can advance DEI initiatives in the pursuit of reducing or eliminating health inequities. First, this chapter defines important terms of DEI and health equity in health care. Next, we describe the methods for our narrative review. We propose a model for understanding health care organizational activity and its impact on health inequities based in organizational learning that includes four interrelated parts: intention, action, outcomes, and learning. We summarize the existing scholarship in each of these areas and provide recommendations for enhancing future research. Across the body of knowledge in these areas, disciplinary and other silos may be the biggest barrier to knowledge creation and knowledge transfer. Moving forward, scholars and practitioners should seek to collaborate further in their respective efforts to achieve health equity by creating formalized initiatives with linkages between practice and research communities.

This chapter narrows the focus of inclusive practices and principles in literacy education to find the role that science, combined with literature can play in helping children of all abilities. Through the use of implicit and explicit language with active, social, hands-on inquiry related to science concepts and procedures children can construct new knowledge that leads to a firmer understanding of the world in which they live. The chapter demonstrates how children of all backgrounds and needs can work with others through their own investigations, and the guidance of an educator to develop, implement and present findings of scientific investigations that also develop literacy skills. The chapter also addresses the professional responsibility of educators to acknowledge and respect individual curiosity, growth, culture and diversity to plan thoughtfully, to use science language that is acceptable and understandable for children of different abilities and enhance scientific knowledge and literacy through the use of literature that evokes the sense of wonder within the children.

The purpose of this paper is to provide a theoretical and empirical comparison of four major national cultural value models for perceived corporate reputation (CR) of multinational corporations (MNCs) across nations: Hofstede, Schwartz, the GLOBE study and Inglehart.

Two consumer surveys on an MNC and on competitors in 25 countries in the year 2015 (n=20,288 and 25,397) were used for the first time to compare the roles of the cultural value models as antecedents of CR, using multilevel structural equation modeling (MSEM), which disentangles the explained variances on the country level and on the individual level.

National culture is strongly attributed to individual CR perceptions of MNCs across nations. However, the four conceptual cultural value models explain the variance differently (46.2–84.6 percent) as do particular cultural value dimensions within each model. The results are stable for both surveys.

Novel insights into the roles of cultural value models are provided for international business research. For MNCs aiming to use their CR to attract target groups in foreign countries, this study identifies the most influential cultural value model and particular dimensions.

This study contributes to cultural research by deepening the understanding of the various cultural value models and their importance for MNCs. Moreover, the authors add to the CR research by providing new insights into perception differences and using the still novel MSEM.

This paper aims to highlight the influence of culture in the accounting profession and introduce/advance a framework for cultural competence in the accounting field.

This paper is written for academics and practitioners, focusing on strategies to promote cultural competency in the accounting profession. It includes professional rationales for accounting management and human resources practitioners recognizing the need for and the factors impeding cultural inclusiveness in the accounting profession.

Due to globalization, cross-border business operations are continuously growing. The need to understand and address cultural differences is imperative.

This article offers solutions to equip leaders in support of human capital management with engaging, retaining and diversity and equity competency for current and future employees and the globalization of their customer base. The research offers recommendations for cultural competencies to help strengthen business, and leadership address culture systematically in their highly complex roles.

Briefly examines the organizational context of the clinical director in the NHS. Utilizes theoretical contributions from cultural, symbolic, political and postmodernist perspectives and applies these to the experience of clinical directors. Discusses the importance of understanding individual subjective views of meaning as represented in purposive/cognitive maps. Concludes that the clinical director should be able to diagnose the subjective views of organizational participants as a basis for understanding individual/group behaviour.