The Experts below are selected from a list of 89511 Experts worldwide ranked by ideXlab platform

Autumn Fiester - One of the best experts on this subject based on the ideXlab platform.

  • What "patient-centered care" requires in serious Cultural Conflict.
    Academic Medicine, 2016
    Co-Authors: Autumn Fiester
    Abstract:

    The medical community has hailed the recent movement to provide patient-centered care as a progressive step forward in meeting the needs of the very diverse patient population of the United States. Stakeholders in all arenas of U.S. medicine-professional organizations, public advocacy groups, hospital administration, medical school leadership, insurance carriers, and nursing-have embraced the focus on patient-centered care. But, although the community universally endorses the ideal of patient-centered care, the ethical obligations it entails have only just begun to be explored. One of the most difficult circumstances in which to provide patient-centered care is when there is a deep Cultural Conflict-that is, when the values and priorities of the patient and his or her family are in direct opposition to those of the clinical team. Given the mandate to provide care that is "Culturally and linguistically appropriate," the author asks what obligations providers have to meet patient demands when doing so is inconvenient, challenging, or, at the extreme, offensive and contrary to clinical values. The author examines the tension that occurs when Culturally sensitive patient-centered care disrupts the workflow of the service, requires acknowledging antithetical, unsupportable values, or entails discriminatory or ad hominem practices that constitute a personal insult or affront to the provider. The strategy the author has invoked for this analysis is to search for common values that might provide a bridge between patients and providers who are in deep Cultural Conflict.

Colin F Camerer - One of the best experts on this subject based on the ideXlab platform.

  • Cultural Conflict and merger failure an experimental approach
    Management Science, 2003
    Co-Authors: Roberto A Weber, Colin F Camerer
    Abstract:

    We use laboratory experiments to explore merger failure due to Conflicting organizational cultures. We introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiments, we allow subjects in "firms" to develop a culture, and then merge two firms. As expected, performance decreases following the merging of two laboratory firms. In addition, subjects overestimate the performance of the merged firm and attribute the decrease in performance to members of the other firm rather than to situational difficulties created by Conflicting culture.

  • Cultural Conflict and merger failure an experimental approach
    2001
    Co-Authors: Colin F Camerer, Roberto A Weber
    Abstract:

    We use laboratory experiments to explore merger failure due to Conflicting organizational cultures. We introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiments, we allow subjects in "firms" to develop a culture and then merge two firms. As expected, performance decreases following the merging of two laboratory firms. In addition, subjects over-estimate the performance of the merged firm and attribute the decrease in performance to other subjects rather than to situational difficulties created by Conflicting culture.

Roberto A Weber - One of the best experts on this subject based on the ideXlab platform.

  • Cultural Conflict and merger failure an experimental approach
    Management Science, 2003
    Co-Authors: Roberto A Weber, Colin F Camerer
    Abstract:

    We use laboratory experiments to explore merger failure due to Conflicting organizational cultures. We introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiments, we allow subjects in "firms" to develop a culture, and then merge two firms. As expected, performance decreases following the merging of two laboratory firms. In addition, subjects overestimate the performance of the merged firm and attribute the decrease in performance to members of the other firm rather than to situational difficulties created by Conflicting culture.

  • Cultural Conflict and merger failure an experimental approach
    2001
    Co-Authors: Colin F Camerer, Roberto A Weber
    Abstract:

    We use laboratory experiments to explore merger failure due to Conflicting organizational cultures. We introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiments, we allow subjects in "firms" to develop a culture and then merge two firms. As expected, performance decreases following the merging of two laboratory firms. In addition, subjects over-estimate the performance of the merged firm and attribute the decrease in performance to other subjects rather than to situational difficulties created by Conflicting culture.

William M Sribney - One of the best experts on this subject based on the ideXlab platform.

  • social cohesion social support and health among latinos in the united states
    Social Science & Medicine, 2007
    Co-Authors: Norah Mulvaneyday, Margarita Alegria, William M Sribney
    Abstract:

    The role of individual versus community level social connections in promoting health is an important factor to consider when addressing Latino health. This analysis examines the relationships between social support, social cohesion, and health in a sample of Latinos in the United States. Using data from the National Latino and Asian American Study, the analysis uses ordered logistic regression to explore the relationships of family support, friend support, family Cultural Conflict, and neighborhood social cohesion with self-rated physical and mental health, taking into account language proficiency and use, nativity, and sociodemographic variables. Family support, friend support, and neighborhood social cohesion were positively related to self-rated physical and mental health, and family Cultural Conflict was negatively related when controlled only for sex and age. After controlling for education, income, and other demographic measures, only family support was found to have a weak association with self-rated physical health; however, the relationship seemed to be mediated by language. In contrast, family support and family Cultural Conflict were strongly associated with self-rated mental health, after controlling for language, education, income, and other demographic measures. The study did not find neighborhood social cohesion to be significantly related to either self-rated physical or mental health, after accounting for the effects of the other social connection variables. Language of interview did not explain the highly significant effects of language proficiency and use. Social connections are important for health and mental health, but language and other sociodemographic factors seem to be related to how Latinos establish these social linkages. Further investigation into the role of language in the development and maintenance of social connections may help unravel the mechanisms by which they promote or decrease health.

Lynette Louw - One of the best experts on this subject based on the ideXlab platform.

  • Editorial Managing cross-Cultural Conflict in organizations
    2016
    Co-Authors: Claudehelene Mayer, Lynette Louw
    Abstract:

    Conflict is part of being human and thus it is a pervasive aspect of socio-Cultural and professional interaction. People who have never experienced Conflict at the workplace are ‘living in a dream world, blind to their surroundings or are confined to solitary confinement ’ (Boohar, 2001). Over the past decades there has been an increase in research on Conflict and its management both internationally and at an interdisciplinary level (Rahim, 1989; Thomas, 1992). Conflict and its management have therefore been researched from different angles and disciplinary perspectives, such as psychology, behavioural sciences, sociology, communication, health sciences and anthro-pology (Wall and Callister, 1995; Vecchio, 2000). Despite the increase in the number of concepts and definitions of Conflict, there is no comprehensive definition of Conflict and Conflict theory in general. Management scientists have shared renewed interest in the subject of Conflict and its manage-ment in workplaces (Jehn, 2000; Kumar and Van Dissel, 1996; Putnam and Poole, 1987; Rahim, 2002; Zapf 1999). This interest could be ascribed to the increased observation of Conflict in organizations (Schermerhorn et al., 1997) and the assertion that organizations are inherently competitive and riddled with Conflict (Pondy, 1992: 257)

  • managing cross Cultural Conflict in organizations
    International Journal of Cross Cultural Management, 2012
    Co-Authors: Claudehelene Mayer, Lynette Louw
    Abstract:

    Conflict is part of being human and thus it is a pervasive aspect of socio-Cultural and professional interaction. People who have never experienced Conflict at the workplace are ‘living in a dream world, blind to their surroundings or are confined to solitary confinement’ (Boohar, 2001). Over the past decades there has been an increase in research on Conflict and its management both internationally and at an interdisciplinary level (Rahim, 1989; Thomas, 1992). Conflict and its management have therefore been researched from different angles and disciplinary perspectives, such as psychology, behavioural sciences, sociology, communication, health sciences and anthropology (Wall and Callister, 1995; Vecchio, 2000). Despite the increase in the number of concepts and definitions of Conflict, there is no comprehensive definition of Conflict and Conflict theory in general. Management scientists have shared renewed interest in the subject of Conflict and its management in workplaces (Jehn, 2000; Kumar and Van Dissel, 1996; Putnam and Poole, 1987; Rahim, 2002; Zapf 1999). This interest could be ascribed to the increased observation of Conflict in organizations (Schermerhorn et al., 1997) and the assertion that organizations are inherently competitive and riddled with Conflict (Pondy, 1992: 257). According to Rahim (2002: 206), Conflict and its constructive management are important for the optimal functioning of organizations; however, most Conflict management recommendations still focus on Conflict reduction, resolution or minimization, because of the negative impact it can have on organizations and individuals. Conflict management should rather be focused on continuous transformation. It can lead to distress and distraction from work, affecting decision-making processes, relationships and individual effectiveness, as well as productivity and creativity (Cowan, 1995: 24). Additionally, there is evidence that Conflict can impact negatively on organizational productivity, and increase costs (Burton, 1990). Despite these assertions, if constructively managed, Conflict can contribute positively to job satisfaction, well-being (De Dreu et al., 2004: 15) and even stress reduction (Friedman et al., 2000). According to Wils et al. (2006), managing Conflict in the workplace involves the diagnosis and analysis of organizational Conflict, and the development of effective intervention techniques and methods to resolve it. Organizational Conflict management strategies involve the analysis of types of Conflict, impact of Conflict, and Conflict resolution styles (Rahim, 2002). However, amongst Conflict management scientists (Francis, 2003; Pondy, 1967) it is ‘common sense’ that the best way to manage Conflict is a situational and contextualized approach (Rahim, 2001). This approach, which considers cross-Cultural contexts, has replaced the striving for ‘one best approach’ to managing Conflict (Rahim, 2002: 217). However, it is assumed that cooperation is one of the most useful key concepts in reducing organizational Conflict in a globalized context (Blake and Mouton, 1986). International Journal of Cross Cultural Management 12(1) 3–8 a The Author(s) 2012 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/1470595811413104 ccm.sagepub.com CCM International Journal of Cross Cultural Management