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.

Perceptual mapping of practical ethics along the value chain: A multiple correspondence analysis with industry and cultural indices as supplementary variables

This paper presents findings from a study investigating a firm s ethical practices along the value chain. In so doing we attempt to better understand potential relationships between a firm s ethical stance with its customers and those of its suppliers within a supply chain and identify particular sectoral and cultural influences that might impinge on this. Drawing upon a database comprising of 667 industrial firms from 27 different countries, we found that ethical practices begin with the firm s relationship with its customers, the characteristics of which then influence the ethical stance with the firm s suppliers within the supply chain. Importantly, market structure along with some key cultural characteristics were also found to exert significant influence on the implementation of ethical policies in these firms.

Managing by values in the next milenium: Cultural redesign for strategic organizational change

The system of beliefs and values, that shaped the model for management and organizations during the 20th century, is just not good enough today. In order to keep a business functioning well and competing successfully in markets that are increasingly more global, complex, professionally demanding, constantly changing and oriented towards quality and customer satisfaction a new model is needed. In this paper, we will propose that both Management by Instructions (MBI) and Management by Objectives (MBO) today give notoriously inadequate results. By contrast, description of a new approach labeled: Management by Values (MBV), seem to be emerging as a strategic leadership tool. The paper outlines this approach and discusses the implementation of MBV as a tool to redesign culture in organizations and prepare them for the next millenium.

Cultural differences on seeking information: an eye tracking study

The main goal of this research is to investigate how people with different cultural background differ in their interaction style and visual behavior on search engine results pages (SERP), more specifically between groups from the Middle Eastern region vs. Western Europe. We conducted a controlled eye-tracking experiment to explore and evaluate the visual behavior of Arabs and Spaniardusers when scanning through the first page of the search results in Google. Big differences can be observed in the 4 aspects studied: U.A.E. participants stayed on the SERPs for longer, they read more results and they read each snippet in a more complete way than Spaniards. In Spain, people tended to scan the SERP, reading less text on each snippet, and choose a result among the first top rankedones without hardly seeing those in bottom positions.

Construcción y redefinición de identidades, prácticas culturales yComunicación. Estudio de caso del Centro Cultural Comunitario de PlayaAncha (Valparaíso)

Esta investigación se enmarca en el estudio de la vida cotidiana de las personas y se pregunta específicamente por el proceso de construcción y redefinición de identidades, es decir los cambios en la vida de las personas. Un tema que podría ser demasiado general se encuadra en un caso concreto: El Centro Cultural Comunitario de Playa Ancha (CCPA)1.Entendemos todo proceso de construcción y redefinición identitaria como una experiencia de aprendizaje perceptual. En el marco específico del CCPA, los participantes han construido una comunidad de práctica a través de sus interacciones comunicativas recurrentes en el tiempo, prácticas comunicativas y significativas para los miembros del CCPA. Comparten una serie de repertorios simbólicos, relaciones de participación y cooperación, entre otras cosas. Aprendizaje que logrado que los integrantes del CCPA sean reconocidos por su entorno como practicantes y miembros del CCPA.Para explorar este proceso nos posicionamos desde un abordaje cualitativo. Por lo mismo, intentamos objetivar esta experiencia de aprendizaje perceptual desde las percepciones y las prácticas de los sujetos estudiados. Se contempla el desarrollo de un trabajo de campo de 6 meses que contempla un período de inmersión en la comunidad a través de la observación participante.Por medio de esta herramienta, se explorará en las formas que organizan su espacio, sus tiempos, sus prácticas y por ende, sus interacciones comunicativas. Es decir, como establecen y coordinan el vivir en común. Posteriormente, para objetivar el proceso de construcción y redefinición identitaria se realizarán 10 historias orales temáticas a los miembros más antiguos y experimentados del CCPA.

Propuesta para el proyecto “Sistema de gestión sostenible del patrimonio arquitectónico y cultural de la ciudad de Cuenca en Ecuador.

Projecte elaborat pel CPSV en motiu de la Convocatoria Abierta y Permanente (CAP) de la Agencia Española de Cooperación y Desarrollo.