Volume 4, Issue 4 (DECEMBER ISSUE 2023)                   johepal 2023, 4(4): 8-30 | Back to browse issues page


XML Print


Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:

Jimenez-Luque A, Molina S C, Martinez R A. (2023). Transforming Organizational Culture and Enacting Social Justice in Praxis Through Decolonization of Cultural Artifacts at a U.S. University. johepal. 4(4), 8-30. doi:10.61186/johepal.4.4.8
URL: http://johepal.com/article-1-527-en.html
Abstract:   (1912 Views)
Organizational cultures and the resulting manifestations of cultural artifacts on many campuses continue to contribute to the perpetuation of elitism and ideologies deeply entrenched in the undercurrent of colonial legacies. This study presents an analysis of an initiative at one university in the United States for decolonizing practices through the transformation of cultural artifacts that reproduce colonial ideologies and the alignment of them with values of diversity, community, social justice, and scholarly excellence. Data were gathered through a qualitative survey submitted to faculty, students, and staff, and 4 months of ethnographic work seeking to understand how stakeholders interpret the cultural artifacts in the school and ways in which these cultural artifacts influence their behaviors. Data revealed a perception of a lack of diversity of cultural artifacts and a need for building community among respondents. Besides, these cultural artifacts influenced people, pushing them to be silent and to work individually rather than collectively. Finally, data showed that changing some cultural artifacts and introducing new ones produced desired effects among the stakeholders. More research around organizational and cultural change and the alignment with cultural artifacts can shed light on transforming cultures within organizations toward more inclusive and socially just spaces.
Full-Text [PDF 1720 kb]   (832 Downloads)    
Type of Study: Research | Subject: Special
Received: 2023/09/2 | Accepted: 2023/12/10 | Published: 2023/12/31

References
1. Barbour, A. (2010). Exploring some ethical dilemmas and obligations of the ethnographer. Ethnography and Education, 5(2), 159-173. [DOI]
2. Bloomberg, L. D., & Volpe, M. (2016). Completing Your Qualitative Dissertation: A Road Map from Beginning to End (3rd ed.). SAGE Publications.
3. Chafee, E. E., & Tierney, W. G. (1988). Collegiate Culture and Leadership Strategies. MacMillan.
4. Chilisa, B. (2020). Indigenous Research Methodologies (2nd ed.). SAGE Publications.
5. Creswell, J. W. (2013). Qualitative Inquiry and Research Design: Choosing Among Five Approaches (3rd ed.). SAGE Publications.
6. de Freitas, S., & Oliver, M. (2005). Does e‐learning policy drive change in higher education?: A case study relating models of organisational change to e‐learning implementation. Journal of Higher Education Policy and Management, 27(1), 81-96. [DOI]
7. de Sousa Santos, B. (2010). Epistemologías del sur. Utopía y Praxis Latinoamericana, 16(54), 17-39. [Article]
8. Dussel, E. (2009). A new age in the history of philosophy: The world dialogue between philosophical traditions. Philosophy & Social Criticism, 35(5), 499-516. [DOI]
9. Grande, S. (2004). Red Pedagogy: Native American Social and Political Thought. Rowman & Littlefield Publishers, Inc.
10. Grosfoguel, R. (2012). The dilemmas of ethnic studies in the United States: Between liberal multiculturalism, identity politics, disciplinary colonization, and decolonial epistemologies. Human Architecture: Journal of the Sociology of Self-Knowledge, 10(1), 81-90. [Article]
11. Grosfoguel, R. (2013). The structure of knowledge in Westernized universities: Epistemic racism/sexism and the four genocides/epistemicides of the long 16th century. Human Architecture: Journal of the Sociology of Self-Knowledge, 11(1), 73-90. [Article]
12. Hancock, B., Ockleford, E., & Windridge, K. (2009). An introduction to qualitative research. National Institute for Health Research. [Article]
13. Hatch, M. J., & Cunliffe, A. L. (2013). Organization Theory: Modern, Symbolic, and Postmodern Perspectives (3rd ed.). Oxford University Press.
14. Hawk, E. J. (1995). Culture and rewards: A balancing act. Personnel Journal, 74(4), 30-37.
15. Heleta, S., & Chasi, S. (2023). Rethinking and redefining internationalisation of higher education in South Africa using a decolonial lens. Journal of Higher Education Policy and Management, 45(3), 261-275. [DOI]
16. Higgins, J. M., & Mcallaster, C. (2004). If you want strategic change, don’t forget to change your cultural artifacts. Journal of Change Management, 4(1), 63-73. [DOI]
17. Higgins, J. M., Mcallaster, C., Certo, S. C., & Gilbert, J. P. (2006). Using cultural artifacts to change and perpetuate strategy. Journal of Change Management, 6(4), 397-415. [DOI]
18. Hofstede, G. (1991). Culture and organizations. International Studies of Management & Organization, 10(4), 15-41. [DOI]
19. Jansen, H. (2010). The logic of qualitative survey research and its position in the field of social research methods. Forum: Qualitative Social Research, 11(2). [DOI]
20. Kerr, J., & Slocum, J. W., Jr. (2005). Managing corporate culture through reward systems. Academy of Management Perspectives, 19(4), 130-138. [DOI]
21. Kuh, G. D., & Whitt, E. J. (1988). The invisible tapestry: Culture in American colleges and universities, Report No. 1. Association for the Study of Higher Education. [Article]
22. Lange, C. (1991). Ritual in business: Building a corporate culture through symbolic management. Industrial Management, 33(4), 21-23.
23. Lee, J. J. (2007). The shaping of the departmental culture: Measuring the relative influences of the institution and discipline. Journal of Higher Education Policy and Management, 29(1), 41-55. [DOI]
24. Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic Inquiry. SAGE Publications.
25. Mack, N., Woodsong, C., MacQueen, K. M., Guest, G., & Namey, E. (2005). Qualitative Research Methods: A Data Collector’s Field Guide. Family Health International.
26. Mike, B., & Slocum, J. W., Jr. (2003). Slice of reality: Changing culture at Pizza Hut and Yum! Brands, Inc. Organizational Dynamics, 32(4), 319-330. [DOI]
27. Olmos, D., Ruiz, S., Carrillo Rowe, A., & Escobar, M. (2023). Civil discourse and social change: A university-wide, faculty-led social justice initiative within the neoliberal university. Journal of Higher Education Policy and Leadership Studies, 4(2), 29-56. [DOI]
28. Phillips, T. J., & Snodgrass, L. L. (2022). Who’s got the power: Systems, culture, and influence in higher education change leadership. Journal of Higher Education Policy and Leadership Studies, 3(2), 7-27. [DOI]
29. Saldaña, J. (2013). The Coding Manual for Qualitative Researchers (2nd ed.). SAGE Publications.
30. Sefa Dei, G. J., & Jamungal, C. (2018). Indigeneity and Decolonial Resistance: Alternatives to Colonial Thinking and Practice. Myers Education Press.
31. Shrivastava, P. (1985). Corporate strategy: Integrating strategy formulation with organizational culture. Journal of Business Strategy, 5(3), 103-111. [DOI]
32. Smart, J. C., & Hamm, R. E. (1993). Organizational culture and effectiveness in two-year colleges. Research in Higher Education, 34(1), 95-106. [DOI]
33. Smart, J. C., Kuh, G. D., & Tierney, W. G. (1997). The roles of institutional cultures and decision approaches in promoting organizational effectiveness in two-year colleges. The Journal of Higher Education, 68(3), 256-281. [DOI]
34. Spradley, J. P. (1980). Participant Observation. Holt, Rinehart and Winston.
35. Visvanathan, S. (1997). A Carnival for Science: Essays on Science, Technology, and Development. Oxford University Press.
36. Wolcott, H. F. (1999). Ethnography: A Way of Seeing. Altamira Press.

Rights and permissions
Creative Commons License This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

© 2024 CC BY-NC 4.0 | Journal of Higher Education Policy And Leadership Studies

Designed & Developed by : Yektaweb