Um die anderen Arten von Veröffentlichungen zu diesem Thema anzuzeigen, folgen Sie diesem Link: Organisational learning.
Zeitschriftenartikel zum Thema „Organisational learning“
Geben Sie eine Quelle nach APA, MLA, Chicago, Harvard und anderen Zitierweisen an
Machen Sie sich mit Top-50 Zeitschriftenartikel für die Forschung zum Thema "Organisational learning" bekannt.
Neben jedem Werk im Literaturverzeichnis ist die Option "Zur Bibliographie hinzufügen" verfügbar. Nutzen Sie sie, wird Ihre bibliographische Angabe des gewählten Werkes nach der nötigen Zitierweise (APA, MLA, Harvard, Chicago, Vancouver usw.) automatisch gestaltet.
Sie können auch den vollen Text der wissenschaftlichen Publikation im PDF-Format herunterladen und eine Online-Annotation der Arbeit lesen, wenn die relevanten Parameter in den Metadaten verfügbar sind.
Sehen Sie die Zeitschriftenartikel für verschiedene Spezialgebieten durch und erstellen Sie Ihre Bibliographie auf korrekte Weise.
1
Clifton, Louise, und Paul Gentle. „The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation“. International Journal of Public Leadership 11, Nr. 2 (11.05.2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
2
Lancaster, Sue, und Lee Di Milia. „Organisational support for employee learning“. European Journal of Training and Development 38, Nr. 7 (29.07.2014): 642–57. http://dx.doi.org/10.1108/ejtd-08-2013-0084.
Der volle Inhalt der QuelleAnnotation:
Purpose – This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support. Design/methodology/approach – This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes. Findings – The results from this study extend the literature relating to work environment as an important factor in supporting employee learning. We differentiate between the types of support that employees perceived the organisation provided from other types of learning support. The results suggest that for organisations to positively impact employees’ learning, they should pay attention to three key factors: provide high-quality relevant development programmes; ensure that course content is aligned with the organisations strategy and the employees work; and ensure senior management commitment throughout all aspects of the employee development process. Originality/value – This study gives voice to employees’ perceptions of how organisations can support their learning. It also provides rich data that extends the literature through a qualitative study in a field dominated by quantitative studies.
3
Barnard, Peter A. „Secondary school structure, organisational learning capacity and learning organisations: a systemic contribution“. International Journal of Educational Management 34, Nr. 8 (07.05.2020): 1253–64. http://dx.doi.org/10.1108/ijem-01-2020-0037.
Der volle Inhalt der QuelleAnnotation:
PurposeThe purpose of this paper is to explain the influence of a school's operational structure on organisational learning capacity (OLC), and how this either supports or disables any aspiration as a learning organisation.Design/methodology/approachTwo organisational working models are described, one based on same-age structure and another that uses multi-age organisation. These are systemically examined to test for OLC and subsequent potential to develop as learning organisations.FindingsSchools using same-age organisational structure have restricted feedback mechanisms that inhibit their ability to develop OLC. Schools that have adopted multi-age structures have extensive information feedback mechanisms; consequently, they have a higher OLC and the potential to develop as a quasi learning organisation.Practical implicationsThis paper intervenes at a time when interest in the concepts of OLC, transformative learning, and the idea developing schools as learning organisations is increasing. The danger of this development is to repeat the reformational mistakes of the past by failing to reflect on ingrained organisational assumptions. This paper encourages schools to reflect on their organisational strategy.Originality/valueThis paper fills a gap in the research literature by offering a practical analysis of two organisational systems, to show how structure impacts on OLC and aspirations to develop as a learning organisation.
4
Alqudah, Hamzah E., Mani Poshdar, Luqman Oyekunle Oyewobi, James Olabode Bamidele Rotimi und John Tookey. „Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance“. Sustainability 15, Nr. 5 (24.02.2023): 4143. http://dx.doi.org/10.3390/su15054143.
Der volle Inhalt der QuelleAnnotation:
The characteristics, strategies, capabilities, and resources of an organisation contribute to its competitive advantage and superior performance. A model to explain performance differences in the New Zealand context will be developed by examining the relationships between construction organisational performance and these constructs. The information was obtained using a questionnaire survey. A total of 101 organisations participated in the research. For the instrument used to elicit data, the literature was used to identify indicators associated with characteristics of organisational strategies for competition, resources and capabilities, and performance of the organisation. Analyses of descriptive, parametric, and linear regression were conducted to examine the effects of these constructs on organisational performance. The results suggest that organisational characteristics are significantly associated with internal business processes, learning, and the growth perspectives of an organisation’s performance, while competitive strategies, resources, and capability perspectives are significantly related to financial perspectives. As a result, these findings add to the current discourse regarding organisational performance differentials in the construction industry. The study demonstrates that it is critical to take into account the different organisational characteristics that are implemented within organisations and how they influence organisational performance beyond rational processes.
5
Hoe, Siu Loon. „Organisational Learning: Conceptual Links to Individual Learning, Learning Organisation and Knowledge Management“. Journal of Information & Knowledge Management 06, Nr. 03 (September 2007): 211–17. http://dx.doi.org/10.1142/s0219649207001779.
Der volle Inhalt der QuelleAnnotation:
Organisational learning has over the years been subject of much study by scholars and managers. In the process, the organisational learning concept has been linked to many other knowledge concepts such as individual learning, learning organisation, and knowledge management. This paper draws from existing literature in organisational behaviour, human resource management, marketing, and information management, to further develop the conceptual links between organisational learning and these knowledge concepts. The paper discusses the characteristics of organisational learning and emphasises its link to individual learning, the learning organisation, and knowledge management. It contributes to the conceptual and theoretical understanding of organisational learning and its relationship to these knowledge concepts from a multidisciplinary perspective.
6
Knutsson, Hans, und Anna Thomasson. „Exploring organisational hybridity from a learning perspective“. Qualitative Research in Accounting & Management 14, Nr. 4 (09.10.2017): 430–47. http://dx.doi.org/10.1108/qram-04-2016-0030.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations. Design/methodology/approach The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned company in Sweden providing waste management services. The study revolves around empirical data gathered in official documents and in face-to-face interviews. All the data concern the time span between 2004 and 2016. Findings The analysis of the case studied provides us with insights into how hybridity manifests itself in mind-set and processes. There is a need for individuals within and around the organisation to be aware of and accept new goals and strategies to change their behaviour accordingly. The result of this study thus shows that contrary to findings in previous research on hybrid organisations, merely changing the structure of the organisation is not sufficient. Instead, learning is key to the development of hybridity and to overcome goal incongruence and conflicts of interest in hybrid organisations. However, this takes time and is likely to be dependent on individuals’ willingness to accept and adapt these new strategies and goals. Research limitations/implications The result of this study is based on one single case study in one specific hybrid context. No empirical generalisation is aspired to. Instead, the aim has been to – through an explorative approach – make an analytical contribution to the knowledge about hybrid organisations. Further studies are thus necessary to deepen the understanding of the hybrid context and the situations under which hybrid organisations operate and develop. Practical implications Based on the result from this study, it seems that an organisation needs to learn how to be a hybrid organisation. There are no isolated structural solutions that can create a hybrid organisation other than in a formal sense. New ways to exploit organisational resources and the hybrid context are necessary to find new and innovative ways of how to use the hybrid context in a way that improves service sector delivery. Originality/value Predominately, research on hybrid organisations has until recently been working with the premise that hybrids are not a breed of its own but a mix of two or several ideal types. Consequently, the result from this type of research has often landed in a conclusion regarding the complexity of combining what often is considered contradictory and conflicting goals. In this paper, a different and novel approach is taken. The paper illustrates how hybrid organisations develop over time, and it suggests that hybridity manifests itself in mindset and processes. The main contribution is an exploration and illustration of how organisational learning may be considered as the missing link between the structural orientation of previous explanations of hybrid organisations and the organisational property of hybridity. Hybridity is the result of exposure to, acceptance of and adaptation to new goals and strategies and expresses itself in “hybrid behaviour”.
7
Zgrzywa-Ziemak, Anna. „The Impact of Organisational Learning on Organisational Performance“. Management and Business Administration. Central Europe 23, Nr. 4 (15.12.2015): 98–112. http://dx.doi.org/10.7206/mba.ce.2084-3356.159.
Der volle Inhalt der Quelle
8
(Tony) Dunne, A. „Organisational learning in an Australian food industry chain“. Journal on Chain and Network Science 7, Nr. 1 (01.06.2007): 55–69. http://dx.doi.org/10.3920/jcns2007.x077.
Der volle Inhalt der QuelleAnnotation:
This paper reports on a longitudinal study that focused on examining the transformational change process undertaken within a major Australian food manufacturing company. Organisational learning is an essential prerequisite for any successful change process and an organisation's ability to learn is dependent on the existence of an environment within the organisation that nurtures learning and the presence of key enablers that facilitate the learning process. An organisation's capacity to learn can be enhanced through its ability to form and sustain collaborative relationships with its chain partners. The results of this study confirm that the process of organisational change is difficult to achieve, takes time, requires dedicated resources and occurs at a differential rate throughout an organisation. The results also demonstrated that the change process had a positive impact on the organisation's ability to build and sustain relationships with its main supply chain partners. The fact that the majority of these relationships remained focused on improving operational alignment and cost reduction indicated that collaborative chain relationships are difficult to establish.
9
Garnett, Jonathan, Selva Abraham und Param Abraham. „Using work-based and work-applied learning to enhance the intellectual capital of organisations“. Journal of Work-Applied Management 8, Nr. 1 (01.03.2016): 56–64. http://dx.doi.org/10.1108/jwam-08-2016-0013.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation. Research limitations/implications There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches. Practical implications The conclusions reached have implications for higher education and non-award bearing executive education. Social implications The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment. Originality/value The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.
10
A. D., Pearce, und Pons D. J. „Defining Lean Change—Framing Lean Implementation in Organizational Development“. International Journal of Business and Management 12, Nr. 4 (26.03.2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.
Der volle Inhalt der QuelleAnnotation:
Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.
11
Nikula, Rolf E. „Organisational learning within health care organisations“. International Journal of Medical Informatics 56, Nr. 1-3 (Dezember 1999): 61–66. http://dx.doi.org/10.1016/s1386-5056(99)00039-8.
Der volle Inhalt der Quelle
12
Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić und Josef Scheff. „Developing international talents: how organisational and individual perspectives interact“. European Journal of Training and Development 41, Nr. 7 (07.08.2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.
Der volle Inhalt der QuelleAnnotation:
Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual career competencies by DeFillippi and Arthur (1994). Findings The bank benefits from the programme participants’ competencies with regard to South-Eastern Europe and increased legitimacy gained from the public. Programme participants acquire many knowing-how, knowing-why and knowing-whom competencies, especially if the bank pursues a so-called learning strategy towards ethnic diversity. On the other hand, individual knowing-how competency supports an organisation’s antidiscrimination strategy, whereas knowing-why and knowing-whom competencies benefit the organisational learning strategy. Research limitations/implications Although the paper builds on a single case study and the ability to generalise is limited, the findings imply that future human resource development concepts should jointly consider the perspectives of both organisations and individuals. Practical implications Owing to their high strategic relevance, organisations should look into the competencies of skilled migrants and evaluate the critical resources they offer. Both organisational learning and an organisation’s strategic development are key concerns. The proposed framework helps to effectively design trainee- and internship programmes and simultaneously anticipate organisational and individual consequences thereof at an early stage. Originality/value The proposed framework concerning the interplay between organisational and individual perspectives as well as the regional focus on South-Eastern Europe present novelties.
13
Edmonstone, John Duncan. „Organisational learning“. Leadership in Health Services 31, Nr. 4 (01.10.2018): 434–40. http://dx.doi.org/10.1108/lhs-08-2017-0050.
Der volle Inhalt der QuelleAnnotation:
Purpose The understanding of “organisations” has changed fundamentally from seeing them as concrete entities to viewing them as communities of meaning. Mature adults in healthcare learn best when addressing pressing problems in company of their peers. Healthcare is unlike other sectors because of the emotional labour which is part of the experience of clinical staff. Absorptive capacity offers a conceptual model for viewing organisational learning and the encouragement of systemic eloquence can be enabled through a variety of approaches, provided they are designed and delivered as part of a well-thought-through approach to developing local absorptive capacity. Design/methodology/approach This is a viewpoint paper. Findings Healthcare differs from other sectors. Organisational learning can be enabled by a range of approaches, but these need to be sensitive to local circumstances. Originality/value The paper asserts that healthcare is unlike other sectors because of emotional labour on the part of clinical staff. It maintains that organisations are communities of meaning, rather than concrete entities. Systemic eloquence can be enhanced by the concept of absorptive capacity, applied in local contexts.
14
Jenner, Annabel. „How Can Individual Learning at the Workplace Contribute to Organisational Learning?“ Andragoška spoznanja 26, Nr. 3 (23.10.2020): 15–31. http://dx.doi.org/10.4312/as.26.3.15-31.
Der volle Inhalt der QuelleAnnotation:
The paper discusses the relationship of individual learning at the workplace and organisational learning from the perspective of adult education research. It asks which processes are required for individual learning to contribute to organisational learning and considers boundaries against change triggered by the organisations’ members. This question is discussed by focussing on a recent empirical study, which outlines processes of communication that help to transform individual into organisational learning. These processes are analysed within the context of inter-organisational cooperation, taking up a topical challenge in adult and continuing education in Germany. The study draws on Social Systems Theory; its methodological design comprises qualitative case studies. The empirical results differentiate organisational learning as a multi-faceted concept that encompasses change and highlights how organisations develop processes to prevent being induced towards organisational learning by their members. The paper discusses these findings with regard to the demands lifelong learning faces in the workplace.
15
Ahsan, Md Ali, Surena Sabil und Abang Ekhsan Abang Othman. „Learn, Change or Perish: A Paradigm Shift about Organisational Structure in the Public Sector Organisation of Bangladesh“. ABC Research Alert 6, Nr. 1 (30.04.2018): Malaysia. http://dx.doi.org/10.18034/ra.v6i1.321.
Der volle Inhalt der QuelleAnnotation:
Reform is an ongoing process for the organisations to cope with the changing atmosphere. Public sector organisations are ideologically different from its private counterpart, as public sector organisations are more service oriented rather profit orientation. This paper aims to understand the significant structural factors of organisation that has influence on organisational learning in public sector organisation from the context of developing country. This is purely a qualitative study based on inductive approach; it collected the primary data by deploying semi-structured interviews for over a period of more than nine months. This paper reveals several significant factors that have influence on organisational learning in public sector organisation in an emerging country (socio-economic) like Bangladesh by collecting empirical evidence from the study location.
16
OWENS, JONATHAN. „AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT“. Journal of Enterprising Culture 12, Nr. 04 (Dezember 2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.
Der volle Inhalt der QuelleAnnotation:
This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demolition, team working, flexible problem solving, use of advanced support tools, facilitating communication, maintaining communication, decision making, assessment of the NPD process and NPDL, and NPD risk analysis. It is proposed that adopting both an organisational needs analysis and individual needs analyses can support the development of NPD organisations. These analyses will identify the groundwork that should be undertaken by the organisation and the initial learning objectives for the individuals. The progression of NPD through the NPD process can then be assessed and implemented sufficiently.
17
Struwig, F. W., E. E. Smith und D. J. Venter. „The learning organisation: A means of facilitating training for change in South African organisations“. South African Journal of Economic and Management Sciences 4, Nr. 2 (30.06.2001): 380–97. http://dx.doi.org/10.4102/sajems.v4i2.2649.
Der volle Inhalt der QuelleAnnotation:
This article considers the nature and role of the learning organisation as a means of implementing change through training in South African organisations. The paper is based on theoretical study and empirical research, including 365 training and organisational development specialists in South Africa. Five null hypotheses were empirically tested in order to establish relationships between the learning organisation and certain independent variables (classification data and training). Advanced statistical methods, such as analysis of variance and correlation coefficients were used to test these hypotheses. The learning organisation facilitates learning by all its members and has the capacity to adapt and change continuously. If learning is an organisational priority, training programmes should be designed to promote initiatives to change the organisation. Emphasis should be placed on both learning (acquiring knowledge and skills) and doing (practical application).
18
Hedayati, Alireza, Mohammad Khalilzadeh und Arman Bahari. „The Effect of Organisational Learning Capability on Individual Performance through the Use of Enterprise Resource Planning and User Satisfaction“. Journal of Information & Knowledge Management 20, Nr. 02 (28.04.2021): 2150026. http://dx.doi.org/10.1142/s021964922150026x.
Der volle Inhalt der QuelleAnnotation:
Given the global competition between organisations to deliver products and services, the need for integrated information is felt. Enterprise Resource Planning (ERP) system is one of the important technology tools which play an important role in the integration of information in the organisation and is a prerequisite for joining the global market. This study aims to experimentally test a framework for identifying the relationship between organisational learning capability, using an organisational resource planning system, end-user satisfaction and individual performance. The results can be used to adopt human resource policies in the organisation. Smart PLS 2 software is also used for data analysis as well as the structural equation modelling. The results show that organisational learning ability through user satisfaction and the use of organisational resource planning system affects the individual performance.
19
Korma, Mesfin, Naveen Kolloju, Harshavardhan Reddy Kummitha und Mohanad Ali Kareem. „Impact of Organizational Culture on Organisational Performance: A Study on the Employees in Educational Institutions“. Business Systems Research Journal 13, Nr. 1 (01.06.2022): 138–55. http://dx.doi.org/10.2478/bsrj-2022-0009.
Der volle Inhalt der QuelleAnnotation:
Abstract Background: The purpose of the paper is to assess organisational culture’s role on the performance of employees in the educational sector. Objectives: The paper seeks to address: what type of organisational culture is contributing to organisational performance, how organisational learning can be enhanced, how team orientation can be encouraged, and technical assistance and innovation can be promoted in developing economies. Methods/approaches: The data was collected from 350 respondents from different educational institutes’ employees of the Garage zone of SNNPR, Ethiopia. Structural equation modelling was used to test the proposed hypothesis. Results: The results showed that organisational dimensions such as organisational learning, team orientation and strategic direction and intent are supported, and it is proved that these dimensions can significantly influence the overall performance of the organisation in the study area, whereas the remaining two dimensions: creating change, and goals and objectives are not supported by their organisations. Conclusions: The study concludes that the culture of creating change can enable organisations to achieve their goals and objectives. Organisations must focus on improving the capability of human resources. Especially, it is compulsory for the employees of the educational institutions as they must adopt technological assistance and other types of knowledge of value to encourage innovative practices in the teaching-learning process.
20
Antonacopoulou, Elena P., Christian Moldjord, Trygve J. Steiro und Christina Stokkeland. „The New Learning Organisation“. Learning Organization 26, Nr. 3 (08.04.2019): 304–18. http://dx.doi.org/10.1108/tlo-10-2018-0159.
Der volle Inhalt der QuelleAnnotation:
Purpose This paper aims to revive the old idea of the Learning Organisation by providing a fresh conceptualisation and illustration. The New Learning Organisation is conceptualised, focussing on the common good through responsible action. It is positioned as responding to the VUCA (Volatility, Uncertainty, Complexity and Ambiguity, Bennett and Lemoine, 2014) conditions with a VUCA approach to Learning Leadership fostering Institutional Reflexivity and High Agility Organising . Design/methodology/approach The paper presents a new organisational learning framework – the 8As – Sensuous Organisational Learning framework. It illustrates the operationalisation of this framework in PART II through the educational practices and learning culture of the Norwegian Defence University College, Royal Norwegian Air Force Academy’s (RNoAFA) approach to growing (Military) leaders. Findings The Sensuous Organisational Learning – 8As – framework illustrates how attentiveness, alertness, awareness, appreciation, anticipation, alignment, activation and agility form an integral part of the New Learning Organisation. Their unique contribution as aspect of a Sensuous Organisational Learning framework is that they explicate how the three principles of Institutional Reflexivity, High Agility Organising and Learning Leadership can be operationalised to serve the common good. Research limitations/implications The paper presents a novel way of reviving the Learning Organisation beyond an ideology as a practical approach to responding to VUCA conditions. It introduces a new learning theory and injects a fresh perspective in our understanding of the role and impact of learning in the workplace. Practical implications By focussing on Learning Leadership practices that extend previous Organisational Learning frameworks, The New Learning Organisation promoted here focuses on responsible action to serve the common good through Institutional Reflexivity and High Agility Organising. Social implications By focussing on how the common good can be better served, the New Learning Organisation becomes a mantra for social change to identify the higher purpose that social actions must serve. Originality/value The need for fresh contributions in the Organisational Learning debate is long overdue. This paper marks a new chapter in Organisational Learning research and practice by demonstrating the value of sensousness as a foundation for improving the practical judgements across professional practices.
21
Barnard, Peter Alexander. „Developing secondary schools as learning organisations: a systemic contribution“. International Journal of Educational Management 36, Nr. 3 (01.03.2022): 233–46. http://dx.doi.org/10.1108/ijem-03-2021-0100.
Der volle Inhalt der QuelleAnnotation:
PurposeThe purpose of this paper is threefold: first, to explain the link between traditional same-age school structure and the impact this has on a school’s capacity for individual and organisational learning; second, to explain why attempts to develop schools as learning organisations (LOs) invariably reify existing structures and practice, and finally, to provide an example of how and why schools that have adopted a multi-age form of organisation, a vertical tutoring (VT) system, have stumbled upon an embryonic form of LO.Design/methodology/approachThis conceptual paper draws on a critical review of the LO literature and its defining characteristics. The paper adopts a multi-disciplinary approach combining autopoiesis and complexity science to explore differences in learning capacity between traditional same-age schools (year or grade-based structure) and schools that have transitioned to multi-age organisation (vertical tutoring system).FindingsThe traditional form of same-age organisational “grammar” used in secondary schools is highly resistant to change, and any attempts at reform that fail to focus on organisation only reify existing systemic behaviour. VT schools change their form of organisation enabling them to create the capacity needed to absorb the unheard voices of participant actors (staff, students, and parents) and promote individual and organisational learning (constituent features of the LO).Originality/valueThis conceptual paper argues that for secondary schools to develop any semblance of an LO, they must abandon the restrictions on learning caused by their same-age form of organisation. The VT system provides the kind of organisational template needed.
22
Zahari, Afzal Izzaz, Norhayati Mohamed, Jamaliah Said und Fauziah Yusof. „Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance“. International Journal of Social Economics 49, Nr. 2 (15.11.2021): 280–95. http://dx.doi.org/10.1108/ijse-06-2021-0358.
Der volle Inhalt der QuelleAnnotation:
PurposeThe COVID-19 pandemic had brought drastic economic, social and technological changes in society. The drastic changes and uncertainty in the environment had forced various industries to evolve effectively to cope with the unexpected change and subsequently bounce back to regain business success. For instance, private higher learning institutions face steep challenges due to the shortfall of organisational capabilities. The study aims to examine the role of leadership capabilities and organisational resilience in regaining organisational success among higher private learning institutions in Malaysia.Design/methodology/approachAccording to the dynamic capabilities theory, organisational resilience and leadership capabilities are among the highest order of indicators for organisational success. Subsequently, this study examines the mediating role of leadership capabilities on the relationship between organisational resilience on organisational performance. The dynamic capabilities-based framework was tested using the structural equation modelling technique with the use of partial least squares approach. Data were analysed using 120 responses.FindingsBased on the 120-questionnaire survey received, this study found that organisational resilience and leadership capabilities contribute significantly to the performance of private higher learning institutions. In addition, this study found strong support for the mediating role of leadership capabilities to promote performance. The findings have both theoretical and practical implications for post-disaster organisation resilience development.Research limitations/implicationsThe work focuses on values that would have an impact towards organisational performance, which is an important factor of survival in an unpredictable environment. The findings are limited by the indicated constraints used in this study.Practical implicationsOrganisational survival techniques would provide managers, owners and leaders effective techniques that can be implemented to extend and improve the organisation's life cycle. The focus on organisational resilience and leadership factors would greatly improve the overall sustainability and performance of the organisation.Originality/valueThe study contributed by showing the importance, use and interaction needed from organisational resilience and leadership capabilities for them to survive when there is a sudden change in the environment. The timing and uniqueness of the data during the pandemic illustrates how organisations can survive with high levels of weightage towards resilience and leadership. This research is different from other studies as it had examined the impact of values and resilience and leadership in organisations.
23
Matlay, Harry. „Organisational learning in small learning organisations: an empirical overview“. Education + Training 42, Nr. 4/5 (Juni 2000): 202–11. http://dx.doi.org/10.1108/00400910010373642.
Der volle Inhalt der Quelle
24
Smith, Simon, Steve Buxton und Joseph Murray Marshall. „Learning Organisations and Organisational Learning: What Have We Learned ?“ International Journal of Knowledge, Culture, and Change Management: Annual Review 8, Nr. 5 (2008): 61–72. http://dx.doi.org/10.18848/1447-9524/cgp/v08i05/50593.
Der volle Inhalt der Quelle
25
Andani, Nethavhani,, und Maluka Harriet Rivalani. „Perceived organisational justice among academic employees at a selected higher learning institution“. Business and Management Review 11, Nr. 02 (15.12.2020): 19–27. http://dx.doi.org/10.24052/bmr/v11nu02/art-03.
Der volle Inhalt der QuelleAnnotation:
Organisations depend on employees as crucial resources to execute duties aimed at realisation of organisational objectives. Organisational justice has been found to be a major predictor of employees’ performance and wellbeing. Studies found that employees tend to view justice in a different manner and that majority of employees tend to enjoy their work when they perceive that organisational justice exist within their organisation. The objective of this study was to examine the academic employees’ perceptions of organisational justice at a selected higher learning institution. A descriptive quantitative research approach was adopted in this study. A structured questionnaire developed by Colquitt (2001) was used to collect data from a convenient sample of 50 academic employees. The questionnaire consists of 20 items measuring three dimensions of organisational justice (procedural justice, distributive justice, and interactional justice) rated on a 7-point Likert scale. The collected data was analysed using the Statistical Package for the Social Sciences (SPSS) 26.0 published by the International Business Machines (IBM). The research findings revealed that in general, a slight majority of the respondents perceived some form of organisational justice to exist within their organisation (mean of 4.64). Although similar results were found in terms of the three dimensions of perceived organisational justice (4.19 for procedural justice, 5.14 for distributive justice and 4.78 for interactional justice), some form of injustice was reported to exist in relation to procedural justice. The study recommends that future researchers should continue to explore all the prospects of organisational justice in higher institutions of education.
26
Elmer, Shandell, und Sue Kilpatrick. „Another look at the culture-quality-performance link“. Australian Journal of Primary Health 14, Nr. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.
Der volle Inhalt der QuelleAnnotation:
Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the nature of social interactions within the organisation. In this way, quality improvement programs can impact on organisational culture, particularly in relation to organisational learning. Thus, this paper argues that successful engagement with a quality improvement program can enhance organisational learning, and, in turn, build organisational capacity.
27
Gulari, Melehat Nil, und Chris Fremantle. „Learning Arts Organisations: Innovation through a Poetics of Relation“. Arts 10, Nr. 4 (02.12.2021): 83. http://dx.doi.org/10.3390/arts10040083.
Der volle Inhalt der QuelleAnnotation:
Arts organisations have had to reimagine their ways of working, as a result of the COVID-19 pandemic. The pandemic has severely challenged the venue-based sectors and exposed the fragility of the existing business model of the ‘receiving house’. We use a specific example to address the following question: In what sense can artists lead organisational innovation, learning and change? We analyse Riffing the Archive: Building a Relation by MARIE ANTOINETTE (MA), an artist duo from Portugal, and their collaboration with the Barn, a multi-art centre in Banchory, Scotland, during the coronavirus pandemic in 2021. Édouard Glissant, a Martinique-born poet and philosopher, underpins both MA’s practice and our analysis. We draw on the key concepts of his relational philosophy, including archipelago, opacity, and disaffiliation, to clarify how MA work, what they have offered the Barn and what they can offer to other art organisations seeking innovation and organisational learning. MA’s nuanced approach, informed by Glissant, reconfigures the relationship between the artists and the art organisation and challenges existing assumptions through discontinuous and new thinking, while building a non-confrontational relationship with the Barn. It contributes to both organisational studies and arts research by highlighting the significance of MA’s approach to organisational innovation.
28
Mutebi, Henry, Moses Muhwezi, Joseph Mpeera Ntayi, Samuel Ssekajja Mayanja und John C. Kigozi Munene. „Organisational networks, organisational learning, organisational adaptability and role clarity among humanitarian organisations during relief delivery“. Journal of Humanitarian Logistics and Supply Chain Management 12, Nr. 2 (03.12.2021): 249–84. http://dx.doi.org/10.1108/jhlscm-04-2021-0034.
Der volle Inhalt der QuelleAnnotation:
PurposeOrganisations involved in relief delivery tend to have cross-boundary mandates, which cause ambiguity of roles during delivery of relief services to the targeted victims. Having no clear role, specialisation affects service timeliness and increases resource duplication among the relief organisations. The objective of this study is to understand how organisational networks and organisational learning as complex adaptive system metaphors improve both organisational adaptability and role clarity in humanitarian logistics.Design/methodology/approachUsing ordinary partial least squares regression through SmartPLS version 3.3.3, the authors tested the study hypotheses basing on survey data collected from 315 respondents who were selected randomly to complete a self-administered questionnaire from 101 humanitarian organisations. Common method bias (CMB) associated with surveys was minimised by implementing both procedural and post statistics methods.FindingsThe results indicate that organisational networks and organisational learning have a significant influence on organisational adaptability and role clarity. The results also show that organisational adaptability partially mediates in the relationship between organisational networks, organisational learning and role clarity.Research limitations/implicationsThe major limitation of the study is that the authors have used cross-sectional data to test this research hypotheses. However, this was minimised following Guide and Ketokivi's (2015) recommendation on how to address the limitations of cross-sectional data or the use of longitudinal data that can address CMB and endogeneity problems.Practical implicationsManagers in humanitarian organisations can use the authors’ framework to understand, first, how complex adaptive system competence can be used to create organisational adaptability and, second, how organisational adaptability can help organisational networks and organisational learning in improving role clarity among humanitarian organisations by collaboratively working together.Originality/valueThis research contributes to the existing body of knowledge in humanitarian logistics and supply chain management by empirically testing the anecdotal and conceptual evidence. The findings may be useful to managers who are contemplating the use of organisational networks, organisational learning and organisational adaptability to improve role clarity in disaster relief-related activities.
29
Curado, Carla. „Organisational learning and organisational design“. Learning Organization 13, Nr. 1 (Januar 2006): 25–48. http://dx.doi.org/10.1108/09696470610639112.
Der volle Inhalt der Quelle
30
Alibabić, Šefika. „Obrazovanje i učenje odraslih - Jezgro menadžmenta promene“. Obrazovanje odraslih/Adult Education 10, Nr. 1 2010 (2010): 103–18. http://dx.doi.org/10.53617/issn2744-2047.2010.10.1.103.
Der volle Inhalt der QuelleAnnotation:
Intention of this work is to elaborate and to demonstrate on a theoretical level that adult education and learning is the basis of successful change management. For this purpose we have selected four variables - strategic changes, organisational culture, concept of learning organisation and competence basis of successful management. The analysis of these variables enabled te following conclusions: strategic change is based on organisational learning; the core of change management in organisation is the education and learning management of employees, since education and learning is the most important strategy of managing changes; change management is institutionalised by learning organisation in whose organisational culture, educational and learnig values are firmly positioned; successful change management is the area of professional activity of andragogist, because the andragogist is the change manager.
31
Brandi, Ulrik, und Peter Christensen. „Sustainable organisational learning – a lite tool for implementing learning in enterprises“. Industrial and Commercial Training 50, Nr. 6 (02.07.2018): 356–62. http://dx.doi.org/10.1108/ict-05-2018-0047.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to explore how enterprises are to arrange its learning processes in order to optimise the integration and creation of sustainable organisational learning. The paper describes a lite learning evaluation technology that makes processual real-time evaluation of implementation of new knowledge and competences in practice context. Design/methodology/approach The research is based on a case study that is designed and planned as a mixed method inquiry. The empirical case study is based on data from a large Danish enterprise from the telecommunication industry conducting a leadership and sales training programme. Case study analysis uses data drawn from the implemented pulse survey followed up with qualitative interviews with the course participants. Findings The authors show results on two levels. On the individual level, processual real-time lite learning evaluation tools create transparency and adaptability. On the organisational level, tool shapes the organisational capacity to improve routines and practices for how to work with organisational learning and learning data in general. Instead of treating learning and development as something that happens “automatically”, organisations now have a tool for informed decisions aimed at creating sustainable organisational learning processes and results. Originality/value The paper prompts insights that call for enterprises to enhance focus and dialogue on how to work in new and smart ways with learning at a multi-stakeholder level in organisations. The design and deployment of a real-time lite evaluation tool in organisations are key to bolster learning and competence development, so that organisations and societies can become more responsive in responding to the challenges posed by today’s knowledge economy.
32
Birleson, Peter. „Learning Organisations: A Suitable Model for Improving Mental Health Services?“ Australian & New Zealand Journal of Psychiatry 32, Nr. 2 (April 1998): 214–22. http://dx.doi.org/10.3109/00048679809062731.
Der volle Inhalt der QuelleAnnotation:
Objective: The aim of this paper was to describe an organisational model that has created interest in recent business management literature as supporting learning, adaptation and continuous improvement. Method: Some key features of the literature on learning organisations are outlined, including the values and processes involved, together with a structural and cultural template that has been applied to a community child and adolescent mental health service. Some blocks to learning and the leadership skills required to develop adaptive services are described. Results: The experience of applying the model has led to a change in mental health service organisational structure and culture towards greater support for research, quality improvement, experimentation and adaptation. Conclusions: The learning organisation model offers a more comprehensive framework for designing adaptive mental health services and supporting quality management practices than any other recent organisational form.
33
Davis, Keith, und Mark Boulet. „Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture“. Australian Journal of Environmental Education 32, Nr. 1 (22.01.2016): 109–23. http://dx.doi.org/10.1017/aee.2015.51.
Der volle Inhalt der QuelleAnnotation:
AbstractTraining employees in sustainability knowledge and skills is considered a vital element in creating a sustainability culture within an organisation. Yet, the particular types of training programs that are effective for this task are still relatively unknown. This case study describes an innovative workplace training program using a ‘head, hands, heart and feet’ learning framework to create skilled change agents among employees, in order to influence organisational sustainability culture. Utilising a dialogic inquiry methodology (Most Significant Change), as well as Mezirow's phases of transformative learning and Schein's organisational culture framework, this study considers the training program's impact on both participants and organisational sustainability culture. While transformative learning impacts for participants were identified, questions remain as to the overall impact of the program on the organisation's sustainability culture. Considering training participants as ‘seeds of influence’ as opposed to wholly responsible for organisational culture might provide new perspectives to these questions.
34
Critten, Peter. „A radical agenda for enabling organisation transformation through work-applied learning“. Journal of Work-Applied Management 8, Nr. 1 (01.03.2016): 65–78. http://dx.doi.org/10.1108/jwam-05-2016-0006.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to challenge how we have traditionally thought about organisations and introduce two frameworks to enable us to understand how change in organisations might be facilitated better. Design/methodology/approach The paper discusses organisations as complex adaptive systems and uses complexity theory to inform two new frameworks for facilitating organisational learning and change. Findings In order for organisational learning to occur we need to change our mind-set of how we see organisations and to think of learning not just as individual but also as generative “communicative action” that emerge out of collaborative relationships. Research limitations/implications The frameworks proposed are grounded in organisational learning literature and the experience of the author. The proposed agenda for organisational learning has yet to be acted upon and evaluated. Practical implications The frameworks can be used to enhance understanding of learning and change in organisations. The agenda for enabling organisational transformation identifies key steps to put the ideas developed in the paper into practice. Social implications The approach advocated for use within organisations is one of empowerment and collaboration rather than top down direction. Originality/value The paper introduces new frameworks and a practical agenda to bring about organisational transformation through work-applied learning.
35
GÖKSEL, Asuman. „Erasmus+ Vasıtasıyla Öğrenen Örgütü Teşvik Etmek: Türkiye’de Gençlik Kuruluşları“. Gençlik Araştırmaları Dergisi 10, Nr. 27 (31.08.2022): 15–38. http://dx.doi.org/10.52528/genclikarastirmalari.982763.
Der volle Inhalt der QuelleAnnotation:
Turkey’s full participation in the European Union’s Education and Youth Programmes (i.e., Erasmus+Programme) since 2004 has been one of the ongoing components of Turkey–EU relations. As indicated bythe Director of the National Agency of Turkey in 2021, the programme has supported 700,000 participantsfrom Turkey in 36,000 projects over the course of 17 years. Youth organisations taking part in the learningmobility opportunities of the youth component of the Erasmus+ programme are just one of the programme’smany beneficiaries.In an effort to perform a theoretical analysis of the effects of Erasmus+ on youth organisations in Turkey,this article suggests that owing to their contextual characteristics, youth organisations have the potential totransform into learning organisation stimulated by their involvement in Erasmus+ youth projects. To answerhow Erasmus+ may act as a trigger for this, qualitative data were collected from fifteen youth organisationsfrom Turkey active in the programme and analysed around four components of the integrated model onlearning organisation developed by Örtenblad (2004) (i.e., organisational learning, learning at work, learningclimate and learning structure). The findings suggest that three major factors, namely organisationalconsciousness on learning, participatory mechanisms in the organisation and team-based working structures,are mutually reinforcing characteristics able to help youth organisations transform into learning organisationthrough participation in Erasmus+/YiA training and support activities.
36
Kumar, S., T. Leary und S. Hutchinson. „LEARNING ORGANISATION SURVEY - AN ASSESSMENT OF PERCEPTIONS TOWARDS ORGANISATIONAL LEARNING“. Intensive Care Medicine Experimental 3, Suppl 1 (2015): A861. http://dx.doi.org/10.1186/2197-425x-3-s1-a861.
Der volle Inhalt der Quelle
37
Meshari, Abdulrahim Zaher, Majed Bin Othayman, Frederic Boy und Daniele Doneddu. „The Impact of Learning Organizations Dimensions on the Organisational Performance: An Exploring Study of Saudi Universities“. International Business Research 14, Nr. 2 (25.01.2021): 54. http://dx.doi.org/10.5539/ibr.v14n2p54.
Der volle Inhalt der QuelleAnnotation:
The education sector is crucial to any nation committed to building future human capital. The Higher Education sector in the Kingdom of Saudi Arabia (KSA) is at the centre of transforming the nation's future in a radical move to end oil-dependency. But this is only possible if universities make a decisive change and start working as learning organisations in all employee's levels. The present study investigates the direction of higher education in becoming learning organisations. We collected data from 840 staff members in 20 public Saudi universities. We designed a questionnaire exploring the seven dimensions of learning organisation found in the literature. Regression analyses were used to assess the impact of those dimensions on the organisational performance. Results showed that universities that adhered most to the learning organisation principles demonstrated a better organisational performance, particularly concerning research and knowledge performance. We recommend that universities should (1) use change agents to help transform effectively and meet rising demands and (2), promote continuous learning for all employees to increase productivity.
38
Sønsthagen, Anne Grethe, und Øyvind Glosvik. „‘Learning by talking?’ – The role of local line leadership in organisational learning“. Forskning og Forandring 3, Nr. 1 (28.08.2020): 6–27. http://dx.doi.org/10.23865/fof.v3.2124.
Der volle Inhalt der QuelleAnnotation:
Organisational learning is the topic addressed in this qualitative comparative case study. The purpose is to investigate the role of local line leadership in professional development processes. Two kindergartens participating in the Norwegian national in-service programme Competence for Diversity were studied. A combination of inductive and deductive analyses led us to introduce two dimensions: leading contextual interplay, with proactive and reactive values, and practice development, with fragmented and integrated values. One of the kindergartens appeared to have organised the professional development process more productively than the other, and the findings point to a combination of integrating dialogues on practice, and proactive managers as possible keys to understanding kindergartens as learning organisations. The model seems to capture, to some extent, the holistic view of the learning organisation as a structured relationship between individual and collective learning. The managerial role as local line leader stands out as important for understanding learning in this type of organisation.
39
Glennon, Russ, Ian Hodgkinson und Joanne Knowles. „Learning to manage public service organisations better: A scenario for teaching public administration“. Teaching Public Administration 37, Nr. 1 (15.10.2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.
Der volle Inhalt der QuelleAnnotation:
In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviours. Key skills required for public managers to exploit the knowledge of all organisational members and confront the challenges of a contested concept, such as public value, are developed and comprise summarising evidence, making judgements, sharing thought processes on a contentious issue, and arriving at a consensus together. Contributions to public administration theory and practice are discussed.
40
Tam, Steven, und David E. Gray. „Organisational learning and the organisational life cycle“. European Journal of Training and Development 40, Nr. 1 (04.01.2016): 2–20. http://dx.doi.org/10.1108/ejtd-07-2015-0052.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this study is to relate the practice of organisational learning in small- and medium-sized enterprises (SMEs) to the organisational life cycle (OLC), contextualising the differential aspects of an integrated relationship between them. Design/methodology/approach – It is a mixed-method study with two consecutive phases. In Phase I, 30 Hong Kong SMEs identified through theoretical sampling were classified into three life-cycle stages – inception, high growth and maturity. In Phase II, their employees’ learning practices (grouped by learning levels) were statistically compared using the analysis of variance and then followed up for confirmation with qualitative semi-structured interviews. Findings – This study uniquely suggests the nature of a relationship between SME organisational learning and the OLC. Empirical results show that three of the four learning levels (individual, group, organisational and inter-organisational) practised in SMEs are varied in importance between life-cycle stages. Research limitations/implications – Comparative studies are encouraged in other parts of the world to strengthen the findings – with either SMEs or large organisations. Practical implications – The study informs SME owner/managers about what is important for employee learning at different business stages so that appropriate learning strategies or human resource development policies can be formulated in a timely fashion to promote competitiveness. Originality/value – It is among the first studies to connect SME learning with organisational growth. The relationships found serve as a sound foundation for further empirical investigations.
41
Franco, Mário, und Joana Almeida. „Organisational learning and leadership styles in healthcare organisations“. Leadership & Organization Development Journal 32, Nr. 8 (November 2011): 782–806. http://dx.doi.org/10.1108/01437731111183739.
Der volle Inhalt der Quelle
42
Campbell, Susanna P. „When Process Matters: The Potential Implications of Organisational Learning for Peacebuilding Success“. Journal of Peacebuilding & Development 4, Nr. 2 (September 2008): 20–32. http://dx.doi.org/10.1080/15423166.2008.278602713606.
Der volle Inhalt der QuelleAnnotation:
Despite considerable attention given to professionalising methods and analysing best practices, peacebuilding organisations (i.e. any organisation aiming to impact the causes of peace) continue to have difficulty understanding and demonstrating their collective and individual impact. This article argues that this is in part due to the barriers they encounter in organisational learning. To impact the causes of peace, peacebuilding organisations have to learn what works in each conflict context. To improve their chances at learning, peacebuilding organisations have to measure and understand their successes and failures. As a result, this article argues, peacebuilding organisations' learning processes have an important role in determining their capacity to identify and influence the causes of peace in countries emerging from violent conflict.
43
Kucharska, Wioleta. „Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues“. Electronic Journal of Knowledge Management 19, Nr. 2 (05.09.2021): pp105–117. http://dx.doi.org/10.34190/ejkm.19.2.2370.
Der volle Inhalt der QuelleAnnotation:
Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organisations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher levels of hierarchy result in lower adaptability to change, which is particularly visible in mature organisations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can be a blocker of the adaptability to change if the organisation stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, supports organisational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organisational leverage. Whereas more prominent, experienced, and mature organisations face serious difficulties when changing their routines and behaviours.
44
Zahra, Affaf, Muhammad Zia-ur Rehman und Asia Baig. „Economic or Organisation Perspective?: Triangulation of Workplace Spirituality, Organisational Learning Capacity (OLC) and Organisational Trust“. Global Economics Review III, Nr. II (30.12.2018): 20–33. http://dx.doi.org/10.31703/ger.2018(iii-ii).03.
Der volle Inhalt der QuelleAnnotation:
The study examines the relationship between workplace spirituality, organizational learning capacity, and organizational trust. Within the organization, trust plays a significant role in establishing learning capacity. The study is crosssectional in nature with a simple random sampling technique. Information is gathered from Training/learning and OD staff of government and commercial banks operating in Pakistan via selfadministered questionnaires. Data were analyzed through “Structural Equation Modelling (SEM)” and through maximum probability and likelihood. Findings indicate that workplace spirituality had a substantial positive effect on organizational learning capacity and organizational trust acts as moderator. Hence, organizational trust also has a significant positive impact on the relationship between workplace spirituality and organizational learning capacity. Middle and upper-level Managers working in the bank, different industry associations, multiple In-house and Ex-house training providing firms, support functions and research institutions may utilize findings to bring major improvements in learning capacity mechanisms and employee behavior to enhance the overall adequacy of the associations.
45
Chok, S. „Cross organisational learning“. BMJ 322, Nr. 7293 (28.04.2001): 2. http://dx.doi.org/10.1136/bmj.322.7293.s2-7293.
Der volle Inhalt der Quelle
46
Percy, William, und Kevin Dow. „The Coaching Black Box: Risk Mitigation during Change Management“. Journal of Risk and Financial Management 14, Nr. 8 (27.07.2021): 344. http://dx.doi.org/10.3390/jrfm14080344.
Der volle Inhalt der QuelleAnnotation:
A case study of strategic renewal in the Chinese education market, this paper explores a non-directive coaching model and its impact on risk mitigation, knowledge exchange and innovation in strategic renewal through the application of multi-tiered coaching and manager coaches. Through an ethnographic action research methodology, we ask “Can coaching mitigate organisational risk and increase the likelihood of positive outcomes in change management?” and “Can managers, acting as internal coaches, increase knowledge socialisation and mitigate risk in the change management process?” The paper finds that there is no inherent failure rate in the change management process and that a strategic management approach can mitigate risk liberating managers and organisations to seek to create the collaborative environments that support organisational learning and strategic renewal, thus moving beyond a narrative of failure to one of strategic empowerment and a strategic management approach to risk mitigation. We conclude that a data-driven approach to organisational learning and Professional Learning Communities helps teams to ask the right questions and to mitigate risk through better aligning the organisation to its strategic reality, exploiting organisational learning to achieve competitive advantage and ensuring that systems and processes continue to match the emerging strategic reality.
47
Sun, Peter Y. T., und John L. Scott. „Process level integration of organisational learning, learning organisation and knowledge management“. International Journal of Knowledge and Learning 2, Nr. 3/4 (2006): 308. http://dx.doi.org/10.1504/ijkl.2006.010998.
Der volle Inhalt der Quelle
48
Drew, Glenys. „An Artful Learning Framework for organisations“. Journal of Management & Organization 14, Nr. 5 (November 2008): 504–20. http://dx.doi.org/10.1017/s183336720000300x.
Der volle Inhalt der QuelleAnnotation:
AbstractThis paper proposes an Artful Learning Framework as an organisational development initiative. The framework is designed to assist people in organisations seeking higher levels of engagement in their strategic and operational endeavours, such as navigating change. The Artful Learning Framework offers three strategies as potential artful learning events designed to help people in organisations engage with each other creatively to achieve their organisational and professional goals. The Artful Learning Wave Trajectory model (Kerr 2006) forms a conceptual antecedent for the Artful Learning Framework. The Framework's strategies align with the relevant literature on organisational learning and, in particular, a proposition of Kerr (2006) who identifies a suite of skills, capacities and capabilities that are important in organisations. The notion of the wave, with the effect of ‘pausing and gathering’ to consider amidst the inevitable ambiguity and turbulence offor-ward movement, is invoked as a metaphor for the elements of the Framework which support its strategies. The paper will be of interest to individuals and groups that are committed to profound learning and capability building for the benefit of themselves, their teams and the organisations in which they work.
49
Drew, Glenys. „An Artful Learning Framework for organisations“. Journal of Management & Organization 14, Nr. 5 (November 2008): 504–20. http://dx.doi.org/10.5172/jmo.837.14.5.504.
Der volle Inhalt der QuelleAnnotation:
AbstractThis paper proposes an Artful Learning Framework as an organisational development initiative. The framework is designed to assist people in organisations seeking higher levels of engagement in their strategic and operational endeavours, such as navigating change. The Artful Learning Framework offers three strategies as potential artful learning events designed to help people in organisations engage with each other creatively to achieve their organisational and professional goals. The Artful Learning Wave Trajectory model (Kerr 2006) forms a conceptual antecedent for the Artful Learning Framework. The Framework's strategies align with the relevant literature on organisational learning and, in particular, a proposition of Kerr (2006) who identifies a suite of skills, capacities and capabilities that are important in organisations. The notion of the wave, with the effect of ‘pausing and gathering’ to consider amidst the inevitable ambiguity and turbulence offor-ward movement, is invoked as a metaphor for the elements of the Framework which support its strategies. The paper will be of interest to individuals and groups that are committed to profound learning and capability building for the benefit of themselves, their teams and the organisations in which they work.
50
Tay Lee Chin, Tan Fee Yean und Hon-Wei Leow. „Organisational Learning Capability: Measurement, Validation, and Application in Malaysia“. International Journal of Business and Society 23, Nr. 1 (31.03.2022): 106–17. http://dx.doi.org/10.33736/ijbs.4601.2022.
Der volle Inhalt der QuelleAnnotation:
This study aimed to validate the measurement of organisational learning capability originally developed by Chiva et al. (2007) in the Malaysian context. This organisational learning capability scale comprises 14 items grouped into five dimensions, namely experimentation, risk-taking, interaction with the external environment, dialogue, and participative decision-making. An analysis of the scale’s content validity, convergent validity, and discriminant validity was conducted using a total of 251 valid survey responses obtained from Grade 7 construction companies in Malaysia. The findings showed that the five dimensions of organisational learning capability are highly suited for measuring organisational learning capability in the Malaysian context. The validation of the organisational learning capability measurement provides useful insights to organisations wishing to develop a learning culture or enhance their learning capability. This study also enriches the literature by proving that the organisational learning capability measurement is a valid and consistent scale that can be applied at the organisational level and across different cultures and sectors.