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Bibliografias temáticas / Organisational culture

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Literatura científica selecionada sobre o tema "Organisational culture"

Autor: Grafiati

Publicado: 4 de junho de 2021

Última modificação: 25 de julho de 2025

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Artigos de revistas sobre o assunto "Organisational culture"

1

Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.

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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational se

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Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.

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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational cultu

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Byrne, Jacqueline, Tomás Dwyer, and Declan Doyle. "Understanding the layers of a market-oriented organisational culture." Irish Journal of Management 37, no. 1 (2019): 16–30. http://dx.doi.org/10.2478/ijm-2018-0002.

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Abstract Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture w

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Pryce, Josephine. "Interplay of Organisational Resilience and Organisational Culture." Journal of Resilient Economies (ISSN: 2653-1917) 1, no. 2 (2021): 19–24. http://dx.doi.org/10.25120/jre.1.2.2021.3870.

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The literature on organisational resilience (OrgRes) evidences that this phenomenon has experienced increasing attention in recent years. Studies show that understanding of organisations as complex socio-technical systems is important to understanding OrgRes. Often, these studies focus on micro- and macro-perspectives that address individuals as actors in systems. Or they address organisational factors that can be improved (for example, employee training, risk management policies, and operational processes) in order to anticipate and respond to various events. Some of these studies suggest the

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Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).

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Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about

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Szydło, Joanna, and Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study." Sustainability 12, no. 4 (2020): 1522. http://dx.doi.org/10.3390/su12041522.

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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of

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Gatot, Kustyadji, and Windijarto. "The Application of Organisational Culture in Influencing between National Culture and Competitive Advantage." Application of Organisational Culture in Influencing between National Culture and Competitive Advantage 8, no. 12 (2023): 6. https://doi.org/10.5281/zenodo.10432709.

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This study aims to explore the crucial role of organisational culture in mediating the relationship between national culture and an organisation's competitive advantage. A strong national culture can provide identity and fundamental values, but can pose challenges when faced with a dynamic global business environment. In this context, organisational culture emerges as a significant mediator to link and adapt national culture to the demands of competitive advantage. The research method used is a combination of literature study and empirical research. An in-depth literature analysis was conducte

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Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.

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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The ma

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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.

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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖.

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Stachová, Katarína, Zdenko Stacho, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Verslas: Teorija ir Praktika 16, no. 3 (2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.

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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.

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Teses / dissertações sobre o assunto "Organisational culture"

1

Inat, Pedro. "Organisational culture and sub-culture /." Title page, contents and abstract only, 1994. http://web4.library.adelaide.edu.au/theses/09ARPS/09arpsi35.pdf.

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Diaz, Carlos Fernando Gomez. "Chilean organisational culture." Thesis, University of Liverpool, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364111.

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Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation." Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.

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4

Ables, Sharneigh. "The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape." University of the Western cape, 2016. http://hdl.handle.net/11394/5554.

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Magister Commercii (Industrial Psychology) - MCom(IPS)<br>At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2

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Nazarian, Alireza. "The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/8026.

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Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers

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Apelt, Christina L. "Organisational change in public organisations." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.

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This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public

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Garcia-Lorenzo, Luica. "Cultural transitions : organisational change and its impact in culture." Thesis, London School of Economics and Political Science (University of London), 2001. http://etheses.lse.ac.uk/120/.

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This thesis explores, from a cultural perspective, the organisational change process resulting from a string of take-overs within Blazehard, a tyre manufacturing company in Spain. It looks at the effects of these changes in the way people reconstruct the organisation and their role as its employees through the stories they share. The first part of the thesis elaborates on the uses of culture as a conceptual tool for observing organisations and, especially, on the need to account for the complementary processes of continuity and change in social experience. The thesis proposes historical recoll

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Khanyile, Dumisani. "Organisational culture and knowledge creation : the relationship between knowledge creation enablers and organisational culture types." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4045.

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Thesis (MPhil (Information Science))--University of Stellenbosch, 2009.<br>ENGLISH ABSTRACT: The thesis studies the relationship between knowledge creation and organisational culture. To do that the relations between Nonaka's enabling conditions and the four organisational culture types according to the competing value framework of Cameron and Quinn were tested in two organisations. Whilst many authors are critical of the specifics of Nonaka and Takeuchi’s model of knowledge conversion, most seem to agree with their argument about the requisite enabling conditions for knowledge creation.

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Parker, Martin. "Organisational culture in context : a study of management in three organisations." Thesis, Staffordshire University, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.262037.

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Kummerow, Elizabeth H. "Towards the measurement of organisational culture /." Title page, contents and abstract only, 2000. http://web4.library.adelaide.edu.au/theses/09PH/09phk962.pdf.

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Mais fontes

Livros sobre o assunto "Organisational culture"

1

Unit, Great Britain Work Research. Organisational culture. Work Research Unit, 1988.

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2

Turner, Colin. Organisational culture. Further Education Staff College., 1990.

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3

Brown, Andrew D. Organisational culture. Pitman, 1995.

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4

Walters, Mike. Organisational culture in public sector organisations. Institute of Personnel and Development, 1995.

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5

Ramgutty-Wong, Anita. Understanding organisational culture. Editions de l'océan Indien, 1999.

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6

Buckingham, Susannah. Technology and organisational culture. LCP, 2000.

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7

Mitchell, David Lawrence. Organisational culture and improving health. Oxford Brookes University, 1997.

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8

Tim, Scott, ed. Healthcare performance and organisational culture. Radcliffe Medical, 2003.

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9

Brown, Andrew D. Information, communication and organisational culture. Manchester Business School, 1991.

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10

Institute of Leadership & Management. Organisational culture and context super series. Elsevier, 2003.

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Capítulos de livros sobre o assunto "Organisational culture"

1

Coghlan, David. "Organisational culture." In Edgar H. Schein. Routledge, 2024. http://dx.doi.org/10.4324/9781003366355-14.

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Varma, Aikta, and Tarnveer Singh. "Organisational Culture." In Finance Transformation. CRC Press, 2024. http://dx.doi.org/10.1201/9781003514503-25.

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Warnes, Richard. "Organisational Culture." In Human Factors in Effective Counter-Terrorism. Routledge, 2024. http://dx.doi.org/10.4324/9781003375661-7.

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Tayeb, Monir H. "Organisational Culture." In The Management of International Enterprises. Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780230598591_9.

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Price, Andrew, and Andrew Scowcroft. "Organisational culture." In Essential Skills for Influencing in Healthcare. CRC Press, 2021. http://dx.doi.org/10.1201/9781910227107-4.

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Kitchin, Duncan. "Organisational Culture." In An Introduction to Organisational Behaviour for Managers and Engineers. Routledge, 2017. http://dx.doi.org/10.4324/9781315562933-2.

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Thomson, Bob. "Organisational culture." In Management from A to Z and back again. Routledge, 2025. https://doi.org/10.4324/9781041056188-41.

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Maughan, Mike. "Culture in Organisations." In Organisational Behaviour. Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_8.

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McCarthy, Jean, and Caroline Murphy. "Understanding organisational culture." In Organisational Behaviour. Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_12.

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Prior, Daniel D. "Organisational Buying Culture." In Organisational Buying. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67414-4_8.

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Trabalhos de conferências sobre o assunto "Organisational culture"

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Magomelo, Munyaradzi, Mohammed Kaosar, Fine Masimba, and Tranos Zuva. "The Impact of Organisational Culture on Employees' Information Security Behaviours." In 2024 4th International Multidisciplinary Information Technology and Engineering Conference (IMITEC). IEEE, 2024. https://doi.org/10.1109/imitec60221.2024.10850965.

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Arslanparcasi, Yusuf. "The Importance of Well-Being for Organisational Culture." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003084.

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The culture of an organisation is an abstraction that unfolds in social and organisational situations. Following Schein’s (1984) 3-level-model, organisational culture reflects the behaviour of all members of an organisation. However, an important concept in organisational culture research that is often neglected is well-being in the work context, which is often conceptualised in a hedonic and context-free way (Taris & Schaufeli, 2014). This paper argues that well-being allows the exploration of individual aspects of organisational culture and serves to capture an overall picture. To do so,

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3

Heidrich, Balázs, Richárd Kása, and Tamás Németh. "Green or Yellow Light for Market F(l)avours? The Lecturer Perspectives of Market-Oriented Organisational Culture in the Changing World of Hungarian Higher Education." In 43rd International Conference on Organizational Science Development. University of Maribor Press, 2024. http://dx.doi.org/10.18690/um.fov.3.2024.20.

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This study focuses on the success factors of a Hungarian business university, highlighting an important pillar among the success criteria: a coherent and market-oriented organisational culture that can adapt to the changing conditions including transitions and sustainability-related challenges. Our research question is to what extent organisational culture helps or hinders market-oriented organisational behaviour, and to what extent it supports an organisation's success in higher education. Through the example of the Budapest Business University (BBU) the study shows how Cameron-Quinn's organi

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Ali, Irena, Leoni Warne, Derek Bopping, Dennis Hart, and Celina Pascoe. "Organisational Paradigms and Network Centric Organisations." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2842.

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Many organizations grapple with uncertainty and vagaries of economic and political climate. A number of companies attained dramatic competitive advantages in their fields by creating comprehensive, complex communication and information networks. These companies, facilitated by the increasing efficiencies and speed of information technology, remained flexible and adaptable to change by working in a network centric way. Much of the network centric (NC) related work done to date has been mainly in the technological domain. This paper focuses on the human and organizational factors that need to be

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Al Ali, Ali Ahmed Abdulla. "Improving Organizational Culture : High Reliability Organization." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210918-ms.

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Abstract Positive safety culture is key in a generative organisation where individuals anticipate what could potentially go wrong and accept bad news as opportunity for improvement. During the last several decades, numerous process safety related events have occurred impacting people's lives and companies' financial integrity. The underlying causes of the poor safety culture that resulted in major incidents is due to organisational and safety management failures, inadequate communication, and lack of cultural leadership responsibility.

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Meškauskienė, Asta. "SCHOOL CULTURE, AS AN ORGANISATIONAL CULTURE: THE VALUE ASPECT." In International Conference on Education and New Developments. inScience Press, 2019. http://dx.doi.org/10.36315/2019v2end046.

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Fryc, Alicja, and Caroline Marshall Brown. "Corporate Sustainability Culture in Oil and Gas Industry – Enablers and Challenges." In Middle East Oil, Gas and Geosciences Show. SPE, 2023. http://dx.doi.org/10.2118/213273-ms.

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Abstract The paper shares learnings from building a corporate sustainability culture as an infrastructure for environmental and sustainability programs by identifying enablers and challenges common to the oil and gas organisations which are relatively advanced in their sustainability journey. The study presents conclusions from a survey conveyed within oil and gas industry and presents learnings in the context of the theoretical exploration of the subject of organisational sustainability culture in recent literature. A closer look at the successes and challenges in developing sustainability an

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Fryc, A. E., and C. Marshall Brown. "Corporate Sustainability Culture in Oil and Gas Industry – Enablers and Challenges." In SPE International Health, Safety, Environment and Sustainability Conference and Exhibition. SPE, 2024. http://dx.doi.org/10.2118/220414-ms.

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Abstract The paper shares learnings from building a corporate sustainability culture as an infrastructure for environmental and sustainability programs by identifying enablers and challenges common to the oil and gas organisations, which are relatively advanced in their sustainability journey. The study presents conclusions from a survey carried out within oil and gas industry and presents learnings in the context of the theoretical exploration of the subject of organisational sustainability culture in recent literature. A closer look at the successes and challenges in developing sustainabilit

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Thorneycroft, Sarah. "Maybe It's Us: Imagining Organisational Learning Design." In ASCILITE 2020: ASCILITE’s First Virtual Conference. University of New England, Armidale, 2020. http://dx.doi.org/10.14742/ascilite2020.0123.

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Higher education is in crisis mode, and as organisations we need to find new ways to exist. The traditional entities tasked with change in the sector have had limited impact, however, and it may be time to explore new catalysts for organisational change. This short narrative paper describes one such potential catalyst, the concept of organisational learning design – a new practice domain that harnesses the capabilities and affordances of learning design and evolves them beyond technology into organisational learning and organisational culture practices to create a high-leverage change agent.

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Bryant, J. "Aligning organisational culture with knowledge management objectives." In IEE Seminar Managing Knowledge for Competitive Advantage. IEE, 2001. http://dx.doi.org/10.1049/ic:20010075.

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Relatórios de organizações sobre o assunto "Organisational culture"

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Sztajerska, Dobrochna, and Karolina Pawlusiak. Waste as a Product of Organisational Culture. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317342.

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Musa, Padde, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Knowledge Sharing in Organisations: Finding a Best-fit Model for a Regulatory Authority in East Africa. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317432.

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Knowledge is an essential organisational asset that contributes to organisational effectiveness when carefully managed. Knowledge sharing (KS) is a vital component of knowledge management that allows individuals to engage in new knowledge creation. Until it’s shared, knowledge is considered useless since it resides within the human brain. Public organisations specifically, are more involved in providing and developing knowledge and hence can be classified as knowledge-intensive organisations. Scholarly research conducted on KS has proposed a number of models to help understand the KS process b

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Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.

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We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, in

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Shaw, Aileen, and John Canavan. Tusla’s Programme for Prevention, Partnership and Family Support: Commissioning Work Package : Final Report. UNESCO Child and Family Research Centre, National University of Ireland Galway, 2018. http://dx.doi.org/10.52516/cvxc7343.

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NUI Galway has undertaken an evaluation study focusing on the implementation of and the outcomes from the PPFS programme. The study’s overall research question is: Is the organisational culture and practice of Tusla and its partners changing such that services are more integrated, preventative, evidence informed and inclusive of children and parents? If so, is this contributing to improved outcomes for children and their families?

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Tierney, Edel, Cormac Forkan, Bernadine Brady, and Rebecca Jackson. Tusla’s Programme for Prevention, Partnership and Family Support:Children’s Participation Work Package : Final Report. University of Galway, 2018. http://dx.doi.org/10.52516/tkii4235.

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The Development and Mainstreaming Programme for Prevention, Partnership and Family Support (PPFS) is a programme of action being undertaken by Tusla, the Child and Family Agency, as part of its National Service Delivery Framework. The programme seeks to embed prevention and early intervention into the culture and operation of Tusla. The UNESCO Child and Family Research Centre, NUI Galway has undertaken an evaluation study focusing on the implementation of and the outcomes from the PPFS programme. The study’s overall research question is: Is the organisational culture and practice of Tusla and

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Cassidy, Anne, Leonor Rodriguez, and Carmel Devaney. The Child and Family Support Networks Research Study. UNESCO Child and Family Research Centre, National University of Ireland Galway, 2018. http://dx.doi.org/10.52516/eaoa2611.

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The research and evaluation team at the UNESCO Child and Family Research Centre (UCFRC), NUI Galway provides research, evaluation and technical support to Tusla’s Development and Mainstreaming Programme for Prevention, Partnership and Family Support (PPFS). This is a new programme of action being undertaken by Tulsa – Child and Family Agency as part of its National Service Delivery Framework. The programme seeks to transform child and family services in Ireland by embedding prevention and early intervention into the culture and operations of Tusla. The research and evaluation carried out by th

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Lam, Terence, and Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, 2021. http://dx.doi.org/10.52915/sbuk7331.

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We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors

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Thunø, Mette, and Jan Ifversen. Global Leadership Teams and Cultural Diversity: Exploring how perceptions of culture influence the dynamics of global teams. Aarhus University, 2018. http://dx.doi.org/10.7146/aul.273.

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In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative an

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Higgins, Daryl. Protecting children from abuse in organisations needs leadership and cultural change. Australian Catholic University, 2017. http://dx.doi.org/10.24268/fhs.8341.

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Fearns, Joshua, and Lydia Harriss. Data science skills in the UK workforce. Parliamentary Office of Science and Technology, 2023. http://dx.doi.org/10.58248/pn697.

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This POSTnote looks at specialist data skills in the UK, including for artificial intelligence. It considers demand and supply, workforce demographics, challenges, and initiatives to increase supply. Key points: • Collecting and analysing data offers potential economic and social benefits. Analysis by the McKinsey Global Institute estimated that, by 2030, UK GDP could increase by up to 22% as a result of AI. • Potential societal benefits could range from climate change mitigation, to improving early detection and diagnosis of cancers by using AI to identify patterns from imaging (MRI) scans th

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