Evaluation in cross-cultural perspective

Ginsberg, Pauline E.

doi:10.1016/0149-7189(88)90011-0

Cited by 11 publications

(5 citation statements)

References 4 publications

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“…An examination of the titles of evaluation publications in the last two decades demonstrates this. Culture and evaluation (Patton, 1985), cross-cultural evaluation (Ginsberg, 1988;Merryfield, 1985), responsive evaluation (Hood, 2001;Stake, 1975), social justice issues (House, 1993), minority issues in evaluation (Hopson, 1999;Madison, 1992), social justice and multicultural validity (Kirkhart, 1995), inclusive evaluation (Mertens, 1999), race and institutional racism (House, 1999), deliberative democratic evaluation (House and Howe, 2000), culturally responsive evaluation (Frierson, Hood, and Hughes, 2002), and multicultural evaluation (Hopson, 2004;Kagawa-Singer and others, 2003) all deal with cultural contexts of evaluation and in some cases offer the tools to implement culturally related theoretical perspectives in evaluation.…”

Section: Cultural Context In Evaluationmentioning

confidence: 99%

Cultural competence in evaluation: An overview

SenGupta

Hopson

Thompson-Robinson

2004

New Drctns Evaluation

102

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Section: Cultural Context In Evaluationmentioning

confidence: 99%

Cultural competence in evaluation: An overview

SenGupta

Hopson

Thompson-Robinson

2004

New Drctns Evaluation

102

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“…It helps us to realize how culturally bound our own work (and even our writing) may be and challenges us to think in new ways (Patton, 2002). It allows us to learn from each other (Mertens, 2005), understand the cultural limits of specific evaluation approaches (Mertens & Russon, 2000), look critically at our current evaluation practices, and discover how members of other cultures meet the different challenges of evaluation work (Ginsberg, 1988). It opens new opportunities for much wider synergies and contributions to evaluation theory and practice (Love & Russon, 2000).…”

Section: Crossing Boundariesmentioning

confidence: 99%

Crossing National, Continental, and Linguistic Boundaries

Díaz-Puente

Cazorla

Dorrego

2007

American Journal of Evaluation

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In an attempt to build a worldwide evaluation community, English evaluation journals are best positioned to promote international dialogue and increasingly provide international exchanges that deepen and enrich the evaluation field. This article analyzes the degree of internationalization achieved by these journals by looking at the extent of international authorship of the contributions they publish. Results show that—in spite of the efforts made—national, continental, and linguistic boundaries are still hindering the international exchange in the journals. Discussion is presented concerning the implications of these results and the efforts required to take greater advantage of the English journals to bridge national and regional traditions in the evaluation field.

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“…One of the challenges with evaluation reporting is that existing criteria can be incompatible and even sometimes detrimental to the community initiatives because the accepted or expected criteria reflect different sets of cultural norms (Dettlaff & Fong, 2011 ; Gill et al, 2016 ). Indeed, evaluating programs and services in cultural minority groups has been recognized as a challenge for decades (Aktan, 1999 ; Ginsberg, 1988 ; Griner & Smith, 2006 ; Lee, 2007 ). In the context of Northern Canada, a consistent priority shared by Inuit is the development of culturally safe evaluation criteria to ensure that evaluations are based on contextually relevant information and done in culturally safe ways (Breton, 2021 ; Inuit Tapiriit Kanatami, 2014 ; Pernet, 2018 ; St-Pierre, 2021 ).…”

Section: Introductionmentioning

confidence: 99%

Culturally and contextually adaptive indicators of organizational success: Nunavik, Quebec

Fraser

Lyonnais

Riva

et al. 2022

Can J Public Health

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Objective This study aimed to develop a preliminary guide to culturally and contextually relevant indicators to assess community resources in the 14 communities of the Inuit territory of Nunavik, Quebec. Methods As part of the Community Component of Qanuilirpitaa? of the 2017 Nunavik Health Survey, data were collected from 354 organizations located across Nunavik. Data were collected via short structured interviews with representatives of the organization. An inductive qualitative analysis was conducted to identify emerging themes describing the contexts that influence organizations, how key informants conceptualized what is a successful resource, and the facilitators and needs to achieving these indicators of success. Inuit partners were involved throughout the project to offer insight and to ascertain its pertinence and validity. Results Interviews revealed structural and community realities that influenced organizations. Three main indicators were used to describe successes: (1) team efficiency and dynamics; (2) accessibility of the resource; and (3) ability to impact clients and the community. The third indicator was by far the most discussed indicator of success. Participants and leaders offer suggestions as to how to achieve these indicators and advocate for the conditions necessary for organizational sustainability. Conclusion This data-driven framework suggests that the measures of success that are frequently used by funding agencies (e.g., number of people reached, number of activities) may not fully represent the potential of local services in a given community. Indeed, services may be creating job opportunities for Inuit, instilling pride, offering cultural opportunities, and increasing capital (human, economic, health) within the community, all of which are equally important indicators of success that may more adequately further improve the social determinants of health among communities.

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Evaluation in cross-cultural perspective

Cited by 11 publications

References 4 publications

Cultural competence in evaluation: An overview

Cultural competence in evaluation: An overview

Crossing National, Continental, and Linguistic Boundaries

Culturally and contextually adaptive indicators of organizational success: Nunavik, Quebec

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