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Volume 25, Issue 3

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Description
Project co-financed by the Jagiellonian University from the funds of the Faculty of Management and Social Communication and the Institute of Culture.
 
Cover design: Agnieszka Ćwikła.

Licence: CC BY licence icon

Editorial team

Editors of Issue 3 Orcid Marcin Laberschek, Barbara Pabian

Editor-in-Chief Orcid Marcin Laberschek

Deputy Editor-in-Chief Orcid Marta Kudelska

Secretary Jakub Wydra

Issue content

Barbara Pabian, Marcin Laberschek

Culture Management, Volume 25, Issue 3, Early View

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Krzysztof Stachura

Culture Management, Volume 25, Issue 3, Early View

This article explores the factors that contribute to men’s limited engagement in institutional reading culture and the impact of gender stereotypes on this issue. The study examines the three components of reading culture (motivational dispositions, reading behaviours, and instrumental dispositions) with a focus on the institutional perspective of libraries. This research is based on a mixed-methods study conducted in Pomeranian Voivodeship in 2022–2023, which included indepth interviews with active cultural participants (n = 20) and librarians (n = 15), as well as a questionnaire survey of active cultural participants (n = 569). The findings of this study indicate that gender stereotypes significantly influence men’s participation in the reading culture. Men tend to adhere to traditional gender roles and scripts, resulting in a lack of engagement with library programs designed to meet women’s needs. Men’s participation in all three dimensions of reading culture was lower than that of women’s. Therefore, libraries must develop programs to cater to the unique needs and expectations of male readers.
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Marta Sałkowska

Culture Management, Volume 25, Issue 3, Early View

The article presents experiences from the “Copernicus Multisenses” project implemented by the Copernicus Science Center in 2023. Its goal was to increase accessibility for people with visual and hearing impairments. The article focuses on the research and participatory aspects of the project, paying attention to the challenges related to the stereotypical perception of disability in the context of cultural institutions. The article also analyzes the categories of scientific and cultural capital that influence the participation of people with disabilities in cultural institutions. The study accompanying the project was concerned with improving the accessibility of space and exhibits at the Copernicus Science Center for people with visual and hearing impairments, while including the active participation of these people in identifying accessibility barriers. The conducted study was based on the disability studies framework. The article poses a question of what the true accessibility is in a science center.
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Katarzyna Zielińska

Culture Management, Volume 25, Issue 3, Early View

Currently, there is a lot of talk pertaining to the special needs of museum visitors, and the ways of building dedicated exhibition spaces as well as preparing sightseeing tours The lack of financial resources means that these accessibility tools cannot be fully created. Stereotypes of visitors with special needs then appear. Museum professionals try to eliminate them, which is why they increasingly include people with disabilities in the process of creating workshops, lessons, exhibitions and other museum projects. The article is an attempt at moving beyond the stereotype itself – through joint learning – to be open to others. It also provides a case study done on the example of the Museum of Engineering and Technology in Kraków that describes several years of activity and the steps taken by the museum towards improving its accessibility.
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Aleksander Pabian

Culture Management, Volume 25, Issue 3, Early View

Stereotypes and prejudices are present both in social culture as well as in business. They are particularly visible in multicultural management situations. Therefore, overcoming barriers through a better understanding of the mechanisms that create stereotypes in the professional environment is an important element of modern managerial activity, without which companies cannot develop properly and successfully develop. In this article, the author attempts to contribute to the literature on cross-cultural management by drawing attention to the important aspects that affect the effectiveness of team work in an international work environment. He emphasizes the importance of recognizing and then eliminating stereotypes and prejudices that can lead to discrimination and limit the potential of companies operating in the global market. In his research, the author used the desk research method. A critical analysis of scientific literature was conducted, websites and forums of various companies, social media profiles and blogs were studied as well as the statements of experts and management practitioners were analyzed. In his research, the author adopted a theoretical cognitive perspective, viewing stereotypes as resistant to change and most often false beliefs about people from another group.
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Adrian Pietrzyk

Culture Management, Volume 25, Issue 3, Early View

The aim of the study was to determine whether groups of respondents responsible for various departments in sport clubs evaluate their success as the most important or prioritize other types of achievements, in the context of the stereotype that only winning matters. The study surveyed 66 respondents representing 11 groups related to the achievements of a sport club (internal and external stakeholders).
The results indicate diverse approaches to evaluating success, which challenges the stereotypes. Contrary to the expectations, journalists and marketers rated competition-related success as the most important (4.5 and 4.33, respectively), instead of marketing success. Scientists also prioritize competition-related one (4.5), with the least importance given to image success (1.5). The sports department rated social success as the most important (4.0), which may be related to their direct involvement in building relationships with fans. Non-sports departments, external entities, presidents, press officers, coaches, athletes, associations and leagues also rated competition-related success as the most important, though different groups prioritized other aspects like financial, social, and marketing success differently. For example, external entities rated both competition-related and financial success as equally important (4.0), and social success as the least important (1.67). The findings suggest that competition-related success is the top priority for most groups, but other aspects such as financial, social, and marketing success also play significant roles. Thus, the study challenges stereotypes by suggesting that even groups not directly responsible for outcomes of the competitions oftentimes consider them the most important.
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Judyta Kabus, Marlena Samek-Wojtyla

Culture Management, Volume 25, Issue 3, Early View

The article analyzes the impact of stereotypes on organizational culture in educational institutions. The research – conducted in June 2024 in Poland, with 100 respondents including teachers, school directors, and parents – was aimed at addressing the research gap concerning the lack of literature linking stereotypes about students with the shaping of organizational culture among teachers. Online surveys were used to collect research material. The results showed a correlation between the stereotypical treatment of students and the shaping of organizational culture in educational institutions. The article suggests that managing organizational culture through training and policies promoting inclusivity can significantly reduce the negative effects of stereotypes in education.
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Anna Brzozowska, Marlena Samek-Wojtyla

Culture Management, Volume 25, Issue 3, Early View

The aim of this article is to thoroughly examine the impact of recruitment managementand selection processes in organizational culture and service standards of the local government units, with a particular focus on the county offices. These processes play a crucial role in shaping a strong organizational culture that supports achieving the organization’s mission and strategic goals. Studies on organizational culture in the county offices indicate that employees who are well-aligned with organizational values and norms exhibit higher levels of engagement, greater job satisfaction, and better performance in terms of customer service quality. Therefore, managing recruitment and selection processes in local government units should be considered a strategic element of human resource management. This article presents an analysis of the literature on management of organizational culture and the results of empirical research conducted in a selected local government unit. This research included analysis of the internal documents and surveys conducted among employees, aimed at assessing the impact of recruitment and selection processes on organizational culture and customer service quality. The research findings confirm that properly managed recruitment and selection processes are crucial for building a strong organizational culture and improving customer service standards. They also highlight the importance of investing in human resource development and the necessity of continuously monitoring and adapting management strategies to the changing conditions and needs of the organization.
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Funding information

Project co-financed by the Jagiellonian University from the funds of the Faculty of Management and Social Communication and the Institute of Culture.