Intertwined cultural demands of immigrants and minority nations

Since at least the last two decades of the 20th century, the normative debate on multiculturalism has been one-dimensional. It has deployed arguments related to cultural demands either linked to feminism and sub-cultural identities, immigration or national minorities. Little attention has been given to the relations between these dimensions, and how they effect each other in putting forward demands to the nation-state. The purpose of this article is to analyse the interaction between cultural demands of immigrants and minority nations. The basic objective of this paper is to give an overview of different reflections coming from three basic contributors: J. Carens, W. Kymlicka and R. Bauböck.

Redefinición del espectador cinematográfico en relación al audiovisual contemporáneo. Un nuevo agente en la producción cultural

El cine se enfrenta, hoy, a múltiples retos en su propia configuración, acompañando un frenético desarrollo tecnológico. Se ha convertido en matriz de la multiplicación audiovisual contemporánea. En este contexto es preciso redefinir al espectador como sujeto que encarna hoy nuevas funciones y ocupa espacios variados en el conjunto de la producción cultural.Se apuesta por una redefinición del espectador cinematográfico en relación a la evolución del audiovisual digital -sus implicaciones tecnológicas y narrativas- y la relación de ambos con las instituciones de la producción cultural contemporánea -sus políticas de acceso y estrategias de adaptación-.Esta aproximación se fundamenta en el reconocimiento de la capacidad productiva de este nuevo agente cultural y las correspondencias que esta evolución implica respecto al panorama audiovisual contemporáneo.

Pot modificar un canvi urbanístic l'economia d'un barri? : El cas de Ciutat Vella i el cluster cultural

Tots hem sentit a parlar del canvi del Raval en aquests últims anys. Actualment la majoria del jovent no només hi estudia sinó que hi passa la major part del seu tempsd’oci, en bars, restaurants, museus, galeries d’art, comerços...Nosaltres ens hem preguntat: Per què el Raval ha canviat tant? S’han fet molts treballs, molts estudis, s’han intentat trobar les diverses causes que han produït aquest fenòmen.Més específicament ens hem preguntat: Pot ser que degut a la construcció del cluster cultural format pel MACBA i el CCCB, entre d’altres, s’hagi produït aquest canvi?Així doncs, en aquest treball intentarem contestar ambdues preguntes. Intentarem ser precisos, concisos, breus i clars; esperem que us resulti interessant.

Organisational Values as "Attractors of Chaos": An Emerging Cultural Change to Manage Organisational Complexity

Business organisations are excellent representations of what in physics and mathematics are designated "chaotic" systems. Because a culture of innovation will be vital for organisational survival in the 21st century, the present paper proposes that viewing organisations in terms of "complexity theory" may assist leaders in fine-tuning managerial philosophies that provide orderly management emphasizing stability within a culture of organised chaos, for it is on the "boundary of chaos" that the greatest creativity occurs. It is argued that 21st century companies, as chaotic social systems, will no longer be effectively managed by rigid objectives (MBO) nor by instructions (MBI). Their capacity for self-organisation will be derived essentially from how their members accept a shared set of values or principles for action (MBV). Complexity theory deals with systems that show complex structures in time or space, often hiding simple deterministic rules. This theory holds that once these rules are found, it is possible to make effective predictions and even to control the apparent complexity. The state of chaos that self-organises, thanks to the appearance of the "strange attractor", is the ideal basis for creativity and innovation in the company. In this self-organised state of chaos, members are not confined to narrow roles, and gradually develop their capacity for differentiation and relationships, growing continuously toward their maximum potential contribution to the efficiency of the organisation. In this way, values act as organisers or "attractors" of disorder, which in the theory of chaos are equations represented by unusually regular geometric configurations that predict the long-term behaviour of complex systems. In business organisations (as in all kinds of social systems) the starting principles end up as the final principles in the long term. An attractor is a model representation of the behavioral results of a system. The attractor is not a force of attraction or a goal-oriented presence in the system; it simply depicts where the system is headed based on its rules of motion. Thus, in a culture that cultivates or shares values of autonomy, responsibility, independence, innovation, creativity, and proaction, the risk of short-term chaos is mitigated by an overall long-term sense of direction. A more suitable approach to manage the internal and external complexities that organisations are currently confronting is to alter their dominant culture under the principles of MBV.

Art i part :la figura del/la professional de l'educació social en processos de desenvolupament cultural comunitari

Anàlisi de la figura de l'educador/a social en processos de desenvolupament comunitari a partir d'experiències diverses a Catalunya

On the cultural transmission of corruption

We provide a cultural explanation to the phenomenon of corruption in the framework of an overlapping generations model with intergenerational transmissionof values. We show that the economy has two steady states with different levels of corruption. The driving force in the equilibrium selection process is the education effort exerted by parents which depends on the distribution of ethics in the population and on expectations about future policies. We propose some policy interventions which via parents' efforts have long-lasting effects on corruption and show the success of intensive education campaigns. Educating the young is a key element in reducing corruption successfully.

Organisational values as "attractors of chaos": An emerging cultural change to manage organisational complexity

Business organisations are excellent representations of what in physics and mathematics are designated "chaotic" systems. Because a culture of innovation will be vital for organisational survival in the 21st century, the present paper proposes that viewing organisations in terms of "complexity theory" may assist leaders in fine-tuning managerial philosophies that provide orderly management emphasizing stability within a culture of organised chaos, for it is on the "boundary of chaos" that the greatest creativity occurs. It is argued that 21st century companies, as chaotic social systems, will no longer be effectively managed by rigid objectives (MBO) nor by instructions (MBI). Their capacity for self-organisation will be derived essentially from how their members accept a shared set of values or principles for action (MBV). Complexity theory deals with systems that show complex structures in time or space, often hiding simple deterministic rules. This theory holds that once these rules are found, it is possible to make effective predictions and even to control the apparent complexity. The state of chaos that self-organises, thanks to the appearance of the "strange attractor", is the ideal basis for creativity and innovation in the company. In this self-organised state of chaos, members are not confined to narrow roles, and gradually develop their capacity for differentiation and relationships, growing continuously toward their maximum potential contribution to the efficiency of the organisation. In this way, values act as organisers or "attractors" of disorder, which in the theory of chaos are equations represented by unusually regular geometric configurations that predict the long-term behaviour of complex systems. In business organisations (as in all kinds of social systems) the starting principles end up as the final principles in the long term. An attractor is a model representation of the behavioral results of a system. The attractor is not a force of attraction or a goal-oriented presence in the system; it simply depicts where the system is headed based on its rules of motion. Thus, in a culture that cultivates or shares values of autonomy, responsibility, independence, innovation, creativity, and proaction, the risk of short-term chaos is mitigated by an overall long-term sense of direction. A more suitable approach to manage the internal and external complexities that organisations are currently confronting is to alter their dominant culture under the principles of MBV.

The challenge of representative design in psychology and economics

The demands of representative design, as formulated by Egon Brunswik (1956), set a high methodological standard. Both experimental participants and the situations with which they are faced should be representative of the populations to which researchers claim to generalize results. Failure to observe the latter has led to notable experimental failures in psychology from which economics could learn. It also raises questions about the meaning of testing economic theories in abstract environments. Logically, abstract tests can only be generalized to abstract realities and these may or may not have anything to do with the empirical realities experienced by economic actors.