Academic literature on the topic 'Organisational capabilitie'
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Journal articles on the topic "Organisational capabilitie"
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Alqudah, Hamzah E., Mani Poshdar, Luqman Oyekunle Oyewobi, James Olabode Bamidele Rotimi, and John Tookey. "Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance." Sustainability 15, no. 5 (February 24, 2023): 4143. http://dx.doi.org/10.3390/su15054143.
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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.
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Furnival, Joy, Ruth Boaden, and Kieran Walshe. "A dynamic capabilities view of improvement capability." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 821–34. http://dx.doi.org/10.1108/jhom-11-2018-0342.
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Purpose Organisations within healthcare increasingly operate in rapidly changing environments and present wide variation in performance. It can be argued that this variation is influenced by the capability of an organisation to improve: its improvement capability. However, there is little theoretical research on improvement capability. The purpose of this paper is to set out the current diverse body of research on improvement capability and develop a theoretically informed conceptual framework. Design/methodology/approach This paper conceptualises improvement capability as a dynamic capability. This suggests that improvement capability is comprised of organisational routines that are bundled together, and adapt and react to organisational circumstances. Existing research conceptualises these bundles as three elements (microfoundations): sensing, seizing and reconfiguring. This conceptualisation is used to explore how improvement capability can be understood, by inductively categorising eight dimensions of improvement capability to develop a theoretically informed conceptual framework. Findings This paper shows that the three microfoundations which make up a dynamic capability are present in the identified improvement capability dimensions. This theoretically based conceptual framework provides a rich explanation of how improvement capability can be configured. Originality/value Identifying the component parts of improvement capability helps to explain why some organisations are less successful in improvement than others. This theoretically informed framework can support managers and policy makers to identify improvement capability dimensions in need of development. Further empirical research, particularly in non-market settings, such as publicly funded healthcare is required to enhance understanding of improvement capability and its configuration.
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Arief, Muhtosim, and Yerki Teguh Basuki. "Dynamic Capability as a Business Strategy Enhancing the Business Performance (A Conceptual Approach)." Advanced Science Letters 21, no. 4 (April 1, 2015): 690–94. http://dx.doi.org/10.1166/asl.2015.5879.
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This paper provides perspectives on business strategy and a theoretical rationale for the strategic development of an industry organisation to respond of increasing external environmental pressure. This paper is a conceptual approach using grounded theory, also sending a questioners and interviews were held with 30 FMCG top leaders of organization to explore of perspectives on the strategic development in the industry organisation. The data were complemented by documentary analysis of strategic plans and articles on the industries organisation. Strategic perspectives highlighted the themes of effective organisational development (organisational capability): governance, people development, financial performance, operations, service delivery and external relations; and the dynamic capabilities framework of capability exploitation (extracting maximum economic returns from current resources) and capability exploration (development of new capabilities). The study suggests that environmental pressure moderates the relationship between dynamic capabilities, business strategy and business performance, this perspective provides the much needed theoretical rationale that can be an aid to management undertaking to build competitive industry organisations to increasing the business performance. While the research approach may limit generalisability. The decision maker now have an alternative option to sustained their business, instead of closed their business.
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Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (June 28, 2020): 37. http://dx.doi.org/10.3390/admsci10030037.
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Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
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Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 12, 2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.
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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
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Zahari, Afzal Izzaz, Norhayati Mohamed, Jamaliah Said, and Fauziah Yusof. "Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance." International Journal of Social Economics 49, no. 2 (November 15, 2021): 280–95. http://dx.doi.org/10.1108/ijse-06-2021-0358.
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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.
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Eljiz, Kathy, David Greenfield, John Molineux, and Terry Sloan. "How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”." Journal of Health Organization and Management 32, no. 1 (March 19, 2018): 135–43. http://dx.doi.org/10.1108/jhom-09-2017-0244.
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Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the “deep smarts” model, the purpose of this paper is to examine these issues. Design/methodology/approach The “deep smarts” model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service providers. In the space of overlapping organisational boundaries, there is a need for “deep smarts” people who act as “boundary spanners”. These are critical integrative, networking roles employing clinical, organisational and people skills across multiple settings. Research limitations/implications Studies evaluating the barriers and enablers to the application of the deep smarts model and 13 knowledge development strategies proposed are required. Such future research will empirically and contemporary ground our understanding of organisational development in modern complex healthcare settings. Practical implications An organisation with “deep smarts” people – in managerial, auxiliary and clinical positions – has a greater capacity for integration and achieving improved patient-centred care. Originality/value In total, 13 developmental strategies, to transfer individual capabilities into organisational capability, are proposed. These strategies are applicable to different contexts and challenges faced by individuals and teams in complex healthcare organisations.
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Healy, Margaret, Peter Cleary, and Eimear Walsh. "Innovativeness and accounting practices: an empirical investigation." Qualitative Research in Accounting & Management 15, no. 2 (June 18, 2018): 231–50. http://dx.doi.org/10.1108/qram-06-2017-0047.
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Purpose Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this. Design/methodology/approach Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed. Findings Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed. Practical implications The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance. Originality/value Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.
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Zijl, Charl Van, and Jean-Paul Van Belle. "Organisational Impact of Enterprise Architecture and Business Process Capability in South African Organisations." International Journal of Trade, Economics and Finance 5, no. 5 (October 2014): 405–13. http://dx.doi.org/10.7763/ijtef.2014.v5.407.
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Rialti, Riccardo, Giacomo Marzi, Andrea Caputo, and Kayode Abraham Mayah. "Achieving strategic flexibility in the era of big data." Management Decision 58, no. 8 (March 18, 2020): 1585–600. http://dx.doi.org/10.1108/md-09-2019-1237.
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PurposeThis research unpacks the micro-mechanisms that exist between an organisation's ability to conduct big data analytics (BDA) and its achievement of strategic flexibility. Knowledge management capabilities and organisational ambidexterity have long been considered factors influencing the aforementioned relationship. In order to assess this, the authors build on dynamic capabilities as the main theoretical lens through which to examine.Design/methodology/approachStructural equation modelling (SEM) is the main methodological approach used in this research. A structural model was developed and tested based on 215 survey responses collected from managers of organisations in continental Europe.FindingsThe results indicate that BDA capabilities are a significant antecedent of an organisation's strategic flexibility. This relationship, however, is influenced by knowledge management capabilities and ambidexterity.Practical implicationsManagers wishing to properly exploit the potential of big data should invest in the elaboration of knowledge management processes across their organisation. This strategy can foster strategic flexibility.Originality/valuePrevious research has explored the theoretical links between big data, knowledge management and strategic flexibility. However, little attention has been paid to the quantitative investigation of the phenomenon.
Dissertations / Theses on the topic "Organisational capabilitie"
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MASCHERPA, SERENA. "Born global companies as Market- Driven organisations: an empirical analysis." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2012. http://hdl.handle.net/10281/27829.
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In today’s highly competitive global markets, companies compete in conditions of extreme economic, technological and socio-political instability. In many countries, because of the globalisation of markets, advances in transportation and communications technologies and the convergence of technologies of digital communication, more and more small and medium sized companies are pursuing opportunities in global markets. Globalisation has increased the level of competition, weakening barriers to entry in several markets; technology has accelerated the speed of structural changes in demand, reducing product and sector life cycles. These radical changes can neither be ignored nor avoided. In addition, they confirm that nowadays a global growth is necessary for every company. Especially in rapid changing and unpredictable global environments, where small and medium companies often operate, organisational capabilities contribute most to the expansion and performance in markets.
Drawing on the Resource Based View and dynamic capability view, this PhD thesis explores the expansion into global markets of a sample of Italian manufacturing small and medium sized companies. In particular, given the growing importance of intangible assets as sources of competitive advantage, this work examines how some organisational capabilities affect the probability of a company being classified as a born global (that is, a company that has experienced early and rapid expansion into global markets) or as a traditional exporter (that is, a company that has experienced a more slow and gradual expansion into global markets). The logistic regression analysis confirms that entrepreneurial orientation and networking capability are significant determinants of born global. Furthermore, linear regressions analyses confirm firstly that born globals perform much better than their counterparts do and secondly that entrepreneurial orientation affects their performance on global markets.
Finally, as an “emerging issue”, based on Market Driven Management Theory, this PhD thesis suggests that born global companies are similar to Market Driven Organisations because of their outside-in perspective, outward orientation towards opportunities, global proactive attitude and networking capability, which permit them to expand and outperform in global markets faster and better than competitors.
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Gill, Leanne Margaret. "Building organisational capability." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16234/1/Leanne_Gill_Thesis.pdf.
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Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC).
This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability.
Three research questions emerge from the literature and the Model:
*How do organisations define their Strategic Intent Domain?
*How can organisations define their Core OCs?
*How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers?
These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
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Gill, Leanne Margaret. "Building organisational capability." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16234/.
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Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC). This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability. Three research questions emerge from the literature and the Model: *How do organisations define their Strategic Intent Domain? *How can organisations define their Core OCs? *How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers? These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
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Cruywagen, Marie. "Knowledge-centric capabilities : a configurational approach." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/5245.
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Thesis (PhD (Business Management))--University of Stellenbosch, 2010.ENGLISH ABSTRACT: During the past 15 years knowledge management has emerged as a key new organisational practice with numerous organisations implementing processes aimed at facilitating knowledge creation, integration and sharing. With knowledge management positioned as a strategic imperative, numerous studies have explored its resource-base and management alternatives. These studies have played an important role in establishing knowledge management as a field of inquiry within the business sciences, but a number of weaknesses put knowledge management at risk of becoming another passing fad. Previous research tends to prescribe a tool, method or way of looking at knowledge while disregarding any differences in organisational context and displaying little attempt to differentiate organisations in a meaningful way. This assumed homogeneity constitutes a deficiency in knowledge management research. The knowledge-based view of the firm emphasises distinct knowledge as the key source of firm heterogeneity, and the role of the organisation as that of knowledge creation. This view largely ignores the personal and social nature of knowledge, and the role of the firm in providing the organisational context for creating, sharing and integrating knowledge. Knowledge management, as an embodiment of the knowledge-based view, thus also fails to explore organisational context as a possible source of competitive advantage, thereby limiting the potential of knowledge management initiatives. The central theme of the study is that the capacity to provide an institutional context for the creation, sharing and integration of knowledge, henceforth the knowledge-centric capability, rather than distinct knowledge, is the key strategic resource of the organisation. The objective of the study therefore is to understand how different knowledge-centric capabilities configure in different organisational contexts. The objective is achieved by addressing three research questions, namely what dimensions can be used to describe a knowledge-centric capability, what configurations of knowledge-centric capabilities emerge in different organisational contexts, and why do specific configurations of knowledge-centric capabilities emerge in specific organisational contexts? Considering the philosophical foundations of the study, namely knowledge as personal, social and context-specific and the organisation as an open, adaptive system, the study follows a social constructionist research philosophy. The study’s focus on identifying emerging patterns or configurations of knowledge-centric capabilities necessitates a configurational research approach. This allows the study to move beyond uncovering relationships that hold across all organisations, affording the opportunity to identify multi-dimensional constellations of conceptually distinct characteristics that commonly occur together. A sequential mixed-method research methodology is employed to address the research objective and research questions. First a conceptual framework is developed from the extant literature in order to identify the dimensions of a knowledge-centric capability. Next a theorydriven survey, based on the dimensions of the conceptual framework, is employed to obtain data from which the configurations of knowledge-centric capabilities are derived using cluster analysis. Finally, four case studies are presented to explain the emergence of the configurations within specific organisational contexts. This research is important for two main reasons. First, it addresses the identified shortcoming of existing research by providing a mechanism to explore an organisation’s knowledgecentric capability following a context-sensitive approach. Second, the research demonstrates that knowledge-centric capabilities can indeed be used to differentiate between organisations at a strategic level.
AFRIKAANSE OPSOMMING: Die afgelope 15 jaar het kennisbestuur as ‘n belangrike nuwe besigheidspraktyk ontwikkel, met talle ondernemings wat prosesse implementeer wat daarop gemik is om die skepping, integrasie en deel van kennis te fasiliteer. Met die posisionering van kennisbestuur as ‘n strategiese noodsaaklikheid, het verskeie studies die hulpbron-basis en bestuurs alternatiewe ondersoek. Hierdie studies het ‘n belangrike rol gespeel om kennisbestuur as ‘n navorsingsveld te vestig in die bestuurswetenskappe, maar ‘n aantal gebreke laat kennisbestuur die gevaar loop om net ‘n verbygaande gier te word. Bestaande navorsing neig om ‘n instrument, metodiek of manier voor te skryf om na kennis te kyk. Maar terselfdetyd word enige verskille in organisasies se konteks geïgnoreer en is daar min aanduiding van ‘n poging om organisasies op ‘n sinvolle wyse te onderskei. Hierdie veronderstelde homogeniteit vorm ‘n gebrek in kennisbestuur navorsing. Die kennis-perspektief van die organisasie beklemtoon unieke kennis as die belangrikste bron van firma heterogeniteit, en die rol van die organisasie as dié van kennis skepping. Hierdie uitkyk ignoreer grotendeels die persoonlike en sosiale aard van kennis en die rol van die firma in die voorsiening van ‘n organisasie konteks vir die skep, deel en integrasie van kennis. Kennisbestuur, as ‘n vergestalting van die kennis perspektief, faal dus ook om organisasie konteks to ondersoek as ‘n moontlike bron van mededingings voordeel. Sodoende word die potensiaal van kennisbestuur inisiatiewe beperk. Die uitganspunt van die studie is dat die kapasiteit om ‘n institusionele konteks te voorsien vir die skeppping, deel en integrasie van kennis, of te wel die kennis-sentriese vermoë, eerder as unieke kennis die kern strategiese helpbron van ‘n organisasie is. Die doel van die studie is dus om te verstaan hoe verskillende kennis-sentriese vermoëns konfigureer in verskillende organisasie kontekste. Die doel word behaal deur drie navorsingsvrae te adresseer, naamlik watter dimensies kan gebruik word om ‘n kennis-sentriese vermoë te beskryf, watter konfigurasies van kennis-sentriese vermoëns tree na vore in verskillende organisasie kontekste en waarom tree spesifieke konfigurasies van kennis-sentriese vermoëns na vore in spesifieke organisasie kontekste? Met inagneming van die filosofiese grondslag van die studie, naamlik kennis as persoonlik, sosiaal en konteks-spesifiek en die organisasie as ‘n oop, aanpasbare stelsel, volg die studie ‘n sosiaal konstruksionistiese navorsingsfilosofie. Die studie se fokus op die identifisering van patrone en konfigurasies van kennis-sentriese vermoëns, noodsaak ‘n konfigurasionele-benadering tot die navorsing. Dit laat die studie toe om verder te gaan as om bloot verwantskappe te identifiseer wat vir alle organisasies geld, en stel die studie in staat om multi-dimensionele konstellasies van konseptueel-unieke eienskappe wat tipies saam voor kom te identifiseer. ‘n Sekwensieële gemengde metode navorsingsmetodologie is gebruik om die navorsingsdoel en navorsingsvrae te addresseer. Eerstens is ‘n konseptuele raamwerk uit die bestaande literatuur ontwikkel om sodoende die dimensies van ‘n kennis-sentriese vermoë te identifiseer. Volgende is ‘n teorie-gedrewe vraelys, gebaseer op die dimensies van die konseptuele raamwerk, gebruik om die data te versamel waaruit die konfigurasies van kennissentriese vermoëns met die gebruik van trosanalise. Laastens is vier gevallestudies ontwikkel om die figurering van die konfigurasies binne spesifieke organisasie kontekste te verduidelik. Hierdie navorsing is belangrik vir twee bepaalde redes. Eerstens adresseer dit die geïdentifiseerde tekortkoming van bestaande navorsing deur ‘n meganisme te voorsien waarmee ‘n organisasie se kennis-sentriese vermoë ondersoek kan word, deur ‘n kontekssensitiewe benadering te volg. Tweedens demonstreer die navorsing dat kennis-sentriese vermoëns inderdaad gebruik kan word om op ‘n strategiese vlak tussen organisasies te onderskei.
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Rottier, Johannes. "Conceptual design of an organisational capability." Pretoria : [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-11092006-121921/.
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Mohamed, Mohd Amizan Bin. "The impacts of FOREX fluctuations on construction business performance: An organisational capabilities (OC) perspective." Thesis, Queensland University of Technology, 2022. https://eprints.qut.edu.au/228524/1/Mohd%20Amizan%20Bin_Mohamed_Thesis.pdf.
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This mixed-method research aims to appraise how FOREX fluctuations impact business performance through the lens of organisational capability (OC). It has been done from the perspective of Malaysian construction organisations when undertaking projects overseas. This research found three (3) main capabilities essential to the organisation in mitigating the impacts of FOREX fluctuations; financial capability, technical capability and business management capability.
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Kramer, Ansgar. "Organisationale Fähigkeiten des öffentlichen Sektors : zur Übertragbarkeit der Capability Based View auf die Öffentliche Verwaltung." Bachelor's thesis, Universität Potsdam, 2012. http://opus.kobv.de/ubp/volltexte/2012/5729/.
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Die Arbeit geht der Frage nach inwiefern die Capability Based View (CBV) einen Erklärungsbeitrag für die Verwaltungsforschung leisten kann. Dazu unterzieht sie die CBV einer kritischen Betrachtung und benennt die wichtigsten Merkmale dieses – nach wie vor unscharfen – Konzepts mit Bezug zum öffentlichen Sektor. Sie zeigt Parallelen von Ansätzen und Ergebnissen der Verwaltungsforschung zur CBV auf und stellt ihre generelle Verwendbarkeit in diesem Kontext fest. Ebenso diagnostiziert sie jedoch signifikanten Verbesserungsbedarf hinsichtlich der Klarheit des Konzepts. Eine Fokussierung auf den öffentlichen Sektor verspricht eher eine Konsolidierung und Weiterentwicklung der CBV als deren Erforschung im Privatsektor, da das multidimensionale und mehrstufige Verständnis von Performance im öffentlichen Sektor deutlich besser zur Wirkungslogik der CBV passt. Die Arbeit schließt mit einer Forschungsagenda, welche die wichtigsten Fragen zur Weiterentwicklung aufzeigt, und dem Appell für mehr qualitative empirische Forschung in diesem neuen Feld des Public Managements.The paper explores the explanatory potential of the Capability Based View (CBV) for research on public administrations. It does so by re-examining the – up till now – rather vague concept and sharpening it with a focus on the public sector. Parallels are drawn between the central propositions of the CBV and findings in public administration research. The focus lies on the link between capabilities and performance. Here, special attention is paid to the nexus between capabilities and performance, which originally fueled the interest in the CBV. It is concluded that the CBV is generally a fruitful approach for public administration research, yet with significant shortcomings in respect to its consolidation and clarity. The explanatory power of the CBV could actually be enhanced by applying it to the public sector: the multidimensional and -level understanding of performance in public sector organizations seems to match the propositions of the CBV far better than the one commonly used to evaluate performance in the private sector. The paper concludes with a research agenda summarizing the most important questions and a call for more qualitative empirical research in this emerging field within public management.
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Drews, Franziska. "Designing meta-organisations : an empirical study of boundary setting in large infrastructure projects." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/designing-metaorganisations-an-empirical-study-of-boundary-setting-in-large-infrastructure-projects(b0237252-8f61-45da-9b4f-9a7f1bf42c17).html.
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This study examines the organisational architecture of megaproject meta-organisations; that is project-based organisations formed to deliver one-off, capital-intensive systems. It investigates how the organisation that promotes the megaproject - the buyer organisation - divides and allocates the scope of the development work during the delivery phase across multiple suppliers. In so doing, the buyer organisation sets organisational boundaries around its own work and that of each project supplier: effectively creating the megaproject meta- organisation architecture. We use organisation design literature as the main cognitive lens to understand the architecture of megaproject organisations. This literature posits that organisational boundaries can be understood by examining the interplay of four logics: i) Transaction Cost Economics (TCE), ii) capabilities, iii) power and iv) organisational identity. The impact of these four logics on organisational boundaries has been theorised extensively in the context of the enduring firm. Here, we seek to extend our knowledge of boundaries in megaproject organisations. Unlike the enduring firm, megaproject organisations do not operate in efficient markets, are set up to have a finite-lifespan and are highly interdependent with their environment. Megaproject organisations are also a critical form of organising addressing one of the grand challenges of our time: the provision of basic infrastructure. Yet, little is known about the architecture of megaproject organisations. To address this theoretical and empirical gap, we undertook a multiple case research. We conducted an in-depth analysis of the procurement choices for four large infrastructure assets: the London Olympics 2012, Crossrail, Thames Tideway Tunnel and Heathrow's Terminal 2. The research results in the development of an original conceptual framework that illuminates how the four complementary logics are brought to bear in the organisational design choices that determine megaproject architectures. The study contends that the organisational boundaries, which demarcate the work of each supplier, are the outcome of a reconciliation of efficiency concerns and considerations about the capabilities available in-house and in the supplier market. Importantly, this reconciliation is context-sensitive. Hence, the solution space for potential organisational architectures is constrained by considerations related to power and organisational identity. Power constraints are rooted in the interdependency of the buyer with its environment, including regulatory-political and ownership relations, as well as its bargaining position vis a vis suppliers. Organisational identity constraints relate to the buyer organisation's identity, which is both pre- given and developed through self-selection over time.
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Alawady, Fawzy. "Organisational sustainability in national sports federations in Egypt." Thesis, University of Plymouth, 2018. http://hdl.handle.net/10026.1/12248.
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Organisational sustainability is associated with the concept of organisational development, which emanates from the resources and capabilities that the organisation has in place. Sustainable organisations possess a strategic system, which is reliant on sustainable resources, and good capabilities that lead to strategic success. This study sets out the extent to which the Egyptian National Olympic Committee (ENOC) and its members the National Federations (NFs) are able to create organisational sustainability. The purpose of this research is to empirically study organisational sustainability and to provide insight into its creation within NFs. It has used a mixed-methods strategy that involved two phases. The first, a thematic analysis, identified the characteristics of the sustainable National Federation. It was undertaken by carrying out semi-structured interviews with ENOC and NF board members, experts, and NF consultants to generate the benchmarks or the requirements needed for sustainable National Federations. The second phase used the Readiness Assessment Tool (RAT) (Robinson and Minikin, 2011) in investigating the organisational development pillars based on the resources and capabilities of the Egyptian NFs (organisations that are responsible for developing the overarching performance of the ENOC). The findings indicated that the NFs included in this study need to develop further in terms of resources and capabilities in order to improve their readiness for sustainability. At their current levels of development, they do not exhibit the necessary or sufficient characteristics to become sustainable sports organisations. In other words, the research reveals that the NFs under investigation are not sufficiently developed to establish organisational sustainability due to their limited resources and low levels of capabilities. The study contributes to the body of knowledge by providing a better understanding of organisational sustainability in NFs. In addition, it creates the characteristics, or the requirements needed for a sustainable NF. Furthermore, it offers the first evidence to suggest that Egyptian NFs need more improvements in terms of resources and capabilities to create a strong sports system leading to sustainable success.
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Abdelgadir, Jamal Hussain A. "Insights into organisational capabilities that influence innovation and organisational competitiveness in SMEs (small and medium enterprises)." Thesis, Sheffield Hallam University, 2013. http://shura.shu.ac.uk/19185/.
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This thesis seeks to develop insights into the nature of organisational capabilities that influence organisational competitiveness and innovation amongst a selection of SMEs. An interpretivist approach was followed to understand the phenomena from the participants point perspective. Participants in the study were the key players in the selected organisations, and had the experience and knowledge base to help the author develop deep insights into the research subject. The emerging analysis shaped the theory which the study set out to generate. This thesis generates an understanding and insights into the role of leadership, organisational structure and culture and a company's relationships with stakeholders in making an SME company innovative and competitively sustainable. The influence of the role of leadership, the influence of organisational culture on performance and their relationships and collaborations within companies and with others towards competitiveness and innovation is explored in this study. However, the author felt that whilst previous research were interesting, they did not fully explain the nature of innovation and its relationship to the ability of a company to achieve a sustainable competitive advantage. It is for this reason the author wished to put extant literature to one side and take a fresh look at innovation from the perspective of companies that had a successful innovative culture and had achieved sustainable growth through a strong track record of innovation. This research treats the innovation phenomena holistically and draws on the stories and views of company managers to develop insights into the true nature of a strong innovative culture and it relationships with sustainable competitive advantage from the perspective of the managers building the strategy and the culture of the company. The findings of this research are explained in the formulated theory which highlights the importance of creating innovative leadership, innovative structure and culture and innovative relationships and collaboration capabilities. These elements are linked by an open organisational mindset, effective internal and external relationships and proactive and supportive knowledge systems and resourcing to create a culture of innovation.
Books on the topic "Organisational capabilitie"
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Loasby, Brian J. The organisation of capabilities. Stirling: Dept. of Economics, University of Stirling, 1995.
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Onwuchekwa, Christian Ike. Organisational structure: Capabilities and responsiveness : dimensions of organisational design. Enugu: Zik-Chuks, 2002.
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1950-, Harvey Charles, and Jones Geoffrey 1952-, eds. Organisational capability and competitive advantage. London: Frank Cass, 1992.
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1950-, Harvey Charles, and Jones Geoffrey 1952-, eds. Organisational capability and competitive advantage. London, England: F. Cass, 1992.
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Rieser, Marcel. Dynamic Capability und organisationale Kompetenz. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06819-6.
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Dynamic capabilities: How organisational structures affect knowledge processes. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2014.
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International Conference on Organisational Learning, Knowledge and Capabilities (2012 Valencia, Spain). Shedding new lights on organisational learning, knowledge and capabilities. Newcastle upon Tyne, UK: Cambridge Scholars Publishing, 2014.
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Gangadharappa, Deepak S. Developing and managing creative capabilities in an organisation. Oxford: Oxford Brookes University, 2004.
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Jones, Oswald. Absorptive capacity and new organisational capabilities: A TCS case study. Manchester: Business School, 2001.
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Swedish naval administration, 1521-1721: Resource flows and organisational capabilities. Leiden: Brill, 2010.
Find full textBook chapters on the topic "Organisational capabilitie"
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Smuts, Stefan, Alta van der Merwe, and Hanlie Smuts. "Industry 4.0 and Organisations: Key Organisational Capabilities." In Responsible AI and Analytics for an Ethical and Inclusive Digitized Society, 423–38. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85447-8_36.
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Adegbite, Oluwaseun E., Antonis C. Simintiras, Yogesh K. Dwivedi, and Kemefasu Ifie. "Dynamic Capabilities: Drivers of Organisational Adaptations." In Organisational Adaptations, 81–94. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63510-1_5.
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Wikström, Ewa, Karin Allard, Rebecka Arman, Roy Liff, Daniel Seldén, and Roland Kadefors. "Organisational Capability for Delayed Retirement." In International Perspectives on Aging, 221–32. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-78063-0_16.
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AbstractThroughout the industrialised world, societies are ageing. These demographic changes have created a political and societal focus on an extended working life. Unfortunately, there is a lack of systematic knowledge about how such changes can be successfully implemented within organisations. In this chapter, we discuss this lacuna and specifically focus on organisational capability. We highlight workplace conditions and practices that may inhibit or promote the retention of workers beyond the previous norm for retirement.The novelty of an organisational capability approach is that it highlights workplace conditions that enable older people to use their abilities to perform acts of value and to achieve a better quality of life and greater participation in society. Workplace resources, capabilities and functions form a dynamic pattern. Factors that influence the work abilities of older workers are related in complex interactions and not merely in the format of simple cause and effect.When looking at retirement from the perspective of older workers, we have focused on aspects such as the individual’s ability to control the retirement process. Central to Sen’s idea is that individuals have different conversion factors, which means that, even though two individuals may have access to the same resources, they do not necessarily have the capability to enjoy the same functions. For example, the probability that an older person will remain employed will partially depend on his or her health, human capital and type of job. But two seemingly similar individuals can nevertheless have very different chances of remaining employed because their employer has implemented very different age management policies, or simply because they have different attitudes towards older workers. Since organisational capability makes it possible to focus on the interaction between the individual’s resources and preferences and the opportunity structure existing at the workplace (meso level) and embodied in the retirement system (macro level), much of the discussion and many of the policies and practices concerning older people can be related to the concept of capabilities.
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Farmer, Jane, Anthony McCosker, Kath Albury, and Amir Aryani. "Data Capability Through Collaborative Data Action." In Data for Social Good, 63–88. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-5554-9_3.
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AbstractThis chapter explains how data capability for non-profit organisations involves having the right skills, technologies and data management practices that match different organisations’ size, mission and contexts. Data capability is a holistic concept, and capability of organisations will flex over time and with changes in organisational goals, work and wider context. The chapter also presents a collaborative data action methodology to help non-profits build towards the data capability that suits their work and context. The collaborative methodology emphasises ‘learning by doing’ involving multi-disciplinary teams and diverse perspectives and addressing actual challenges of non-profits—at least in part—through re-using internal data. The collaborative data action methodology was developed and refined over time based on the authors’ learning from multiple data projects. It features cycles of analysing, visualising and interacting with data. Since collaboration is recommended, the authors provide suggestions about where and how to find data collaborators. The last section explains the significance of responsible data governance, with two key concepts that underpin being able to re-use data optimally—data consent and ethics—particularly explored. While ethics and consent are relevant for all data projects, they are particularly salient when considering advanced projects, such as those involving data collaboratives.
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Slogar, Andreas. "Geschäftsfähigkeiten entwickeln – Business Capability." In Die agile Organisation, 280–330. München: Carl Hanser Verlag GmbH & Co. KG, 2020. http://dx.doi.org/10.3139/9783446463967.014.
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Slogar, Andreas. "Geschäftsfähigkeiten entwickeln – Business Capability." In Die agile Organisation, 276–326. München: Carl Hanser Verlag GmbH & Co. KG, 2018. http://dx.doi.org/10.3139/9783446456150.014.
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Rieser, Marcel. "Einleitung." In Dynamic Capability und organisationale Kompetenz, 1–7. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06819-6_1.
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Rieser, Marcel. "Ableitung von Forschungsfragen und Hypothesen aus dem Stand der Forschung." In Dynamic Capability und organisationale Kompetenz, 9–43. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06819-6_2.
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Rieser, Marcel. "Forschungsmethodik." In Dynamic Capability und organisationale Kompetenz, 45–82. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06819-6_3.
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Rieser, Marcel. "Statistische Auswertung." In Dynamic Capability und organisationale Kompetenz, 83–202. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06819-6_4.
Full textConference papers on the topic "Organisational capabilitie"
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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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Fernandes, Alexandra, Kine Reegård, Asgeir Drøivoldsmo, John E. Simensen, and Grete Rindahl. "Development of Telemedicine in Oil & Gas through the Capabilities Approach." In Applied Human Factors and Ergonomics Conference. AHFE International, 2021. http://dx.doi.org/10.54941/ahfe100515.
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The oil & gas companies operating in the Norwegian Continental Shelf have commonly used the capabilities approach within the context of Integrated Operations. This approach focuses on understanding organisations as dynamic systems and provides concepts and a language for developing resources. Recent efforts are focusing on extending Integrated Operations and the capabilities approach to medical services offshore, specifically on the use of telemedicine. Telemedicine in this context involves the connection between offshore and onshore medical staff through the use of communication systems, as well the distribution of medical data obtained offshore (for instance HD images or vital signs readings). In this work we describe the elaboration of a new tool: the Capability Development Resource Matrix, based on the People - Capability Maturity Model (P-CMM) proposed by Curtis, Hefley, and Miller in 2009. This tool is designed to guide organisational development and is generated directly from the work with industry partners, being continuously tested and improved. We discuss the tool’s value for planning, development, and implementation of telemedicine in Oil & Gas and other contexts. We wrap-up with considerations about future steps in the methodology conception and evaluation.
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Sharp, J. V., J. E. Strutt, J. Busby, and E. Terry. "Measurement of Organisational Maturity in Designing Safe Offshore Installations." In ASME 2002 21st International Conference on Offshore Mechanics and Arctic Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/omae2002-28421.
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The measurement of health and safety performance is an important requirement but most performance metrics are lagging indicators, measuring lost time incidents, dangerous occurrences etc. The challenge is to develop metrics that can be applied at the design stage. It is widely recognised that most accidents are influenced by the design stage, and many can be directly attributable to deficiencies in design. This paper is concerned with a design capability maturity model’, which is complementary to the design safety performance indicator model developed to apply to the design process itself. It has been developed to measure the capability of an organisation to design a safe installation, and is based on five maturity levels, ranging from level 1 (initial or learner approach) to optimised or best practice at level 5. This maturity model was originally developed for the software industry and has now been applied to offshore safety. A similar maturity model for quality assurance is now incorporated in the latest version of ISO 9004. Eleven characteristics associated with safety have been identified, in three main groups representing formal safety demonstration, safety implementation and longer term investment in safety. A maturity level is assigned to each of these characteristics and the profile produced reflects the organisation’s overall maturity in design for safety. An important aspect of the model is that it enables an organisation to establish its current level of maturity for each of the characteristics and to identify what steps are necessary to enable the organisation to progress to a higher level. The model can be used as a self assessment tool or applied through an external independent body to the different organisations involved in design (contractor’s design team, duty holder’s team etc).
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Patrichi, Mugurel. "ARE MOBILE LEARNING DEVICES READY FOR ENTERPRISE DEPLOYMENT?" In eLSE 2012. Editura Universitara, 2012. http://dx.doi.org/10.12753/2066-026x-12-172.
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One of the strong points of mobile learning is considered to be the ability to deploy in corporate environment, for a "learn anywhere" approach. But it is easy to see how employees, once provided with these devices, will want more from them. After all, it is the employees who are the driving force behind the adoption of the smartphones and tablets in organisations. We consider, therefore, that an organisation analyzing the possibility of deploying personal devices for training and on-the-spot assistance, should consider the fact that the employees will want more than to run the training software. It might be something simple as accessing email or going online. But in a corporate enviroment, these activities should be regulated, not only as a good practice, but for compliace with standards or laws. This paper looks beyond the multimedia capabilities of these sort of devices, and wonders if the operating systems of the smartphones and tablets are fit to access the organisation's network and secure areas. We chose to analyse the operating systems because, no matter who built the device, the operating system is the one deciding the capabilities. We argue that the current generation of smartphones are designed for multimedia capabilities, not for compliance with the sort of security policy a typical organisation might choose to employ. We looked at the iOS (the operating system behind Apples' iPhone and iPad), Android (the operating system from Google that can be found in many smartphones and tablets), Blackberry OS (powering Research in Motion's personal assistant), from a rather technical point of view, but one that we feel shouldn't be neglected when choosing the device for personal training in a corporate environment.
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Al-Ghattas, Hussein, and Olivera Marjanovic. "Business Analytics Capabilities for Organisational Resilience." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2021. http://dx.doi.org/10.24251/hicss.2021.026.
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Sletbakk Ramstad, Lone, Kristin Halvorsen, and Aud M. Wahl. "Improved Coordination with Integrated Planning: Organisational Capabilities." In SPE Intelligent Energy Conference and Exhibition. Society of Petroleum Engineers, 2010. http://dx.doi.org/10.2118/128548-ms.
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Ancher, Michelle, Erbilcan Aslan, and Rick Van Der Kleij. "Exploring Human and Environmental Factors that Make Organizations Resilient to Social Engineering Attacks." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002203.
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In this explorative research social engineering attacks were studied, especially the ones that failed, in order to help organisations to become more resilient. Physical, phone and digital attacks were carried out using a script following the ‘social engineering cycle’. We used the COM-B model of behaviour change, refined by the Theoretical Domains Framework, to examine by means of a survey how Capability, Motivational and foremost Opportunity factors help to increase resilience of organisations against social engineering attacks. Within Opportunity, social influence seemed of extra importance. Employees who work in small sized enterprises (<50 employees) were more successful in withstanding digital social engineering attacks than employees who work in larger organisations. An explanation for this could be a greater amount of social control; these employees work in close proximity to one another, so they are able to check irregularities or warn each other. Also, having a conversation protocol installed on how to interact with outsiders, was a measure taken by all organisations where attacks by telephone failed. Therefore, it is more difficult for an outsider to get access to the organisation by means of social engineering. This paper ends with a discussion and some recommendations for organisations, e.g. the design of the work environment, to help increase their resilience against social engineering attacks.
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Robertson, Alex. "Predicting Project Outcomes with the Association of Project Management." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210795-ms.
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Abstract Project professionals place great value in accurately predicting project outcomes. Itis therefore unsurprising that there has been a rapid acceptance of a new suite of tools promising to forecastproject outcomes better than ever before. Within a few years the use of project data analytics has become widespread throughout project delivery organisations; they have become the norm. Most closely associated with dashboards,project data analytics is transforming projects’ ability to see problems sooner and act quicker. Project data analytics however has not yet been ‘professionalised’. No single organisation has yet solved how to holistically get the very best out of analytics to deliver more predictable projects, but many are trying across multiple industries. Some organisations have great solutions and ideas, but itis not yet encoded in how the profession delivers. Petrofac as part of the Project Data Analytics Task Force [1&2], a cross industry working group, have collaborated with the Association of Project Management (APM) [3] to publish a ground-breaking guide[4] designed to help project delivery organisations get started in project data analytics. In addition, a five step framework*is offered which is designed for project delivery organisations who are further long their journey with analytics. This framework recommends the steps organisations can take to improve their project predictability from basic systems, through to dashboards and onto machine learning and artificial intelligence. It also references the capabilities organisations need to consider forthe benefits to become embedded. The paper explores how superior project performance is best achieved when project data analytics is blended with the insights and actions our people bring to delivering projects; to improve resultsthis blend of data and people is noted as being essential. The paper highlights this as the most significant factor as to why data analytics programmesmay not bring the value organisations expect and why step 4 (automated performance) of the model is seen as the pivot to success. On realisation of step 5 (intelligent performance), an organisation would be expected to have embraced the market leading approaches to maximising project performance and be well placed to achieve market leading returns on investment and margin. The paper advocates that organisations should: Adopt a 3-click rule to project informationSend the right action, to the right person, at the right timeBlend human and data insights by quantifying perceptions and makinginsights actionableAutomate Project Data Analytics into the working rhythm of project delivery This paper is deliberately aimed at the project professional and not the data science community. It simplifiesthe typical technical jargon around analytics and provides a wide variety of examples, tips and graphics that the project professional can easily relate to.
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Yuen, Phan Koo. "The Impact of Business Intelligence Capabilities on Organisational Performance in Malaysia." In ICBSI 2018 - International Conference on Business Sustainability and Innovation. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.08.38.
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Evans, David. "Exploring organisational understanding and capability through crisis and emergency exercises." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2118/118111-ms.
Full textReports on the topic "Organisational capabilitie"
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Kornelakis, Andreas, Chiara Benassi, Damian Grimshaw, and Marcela Miozzo. Robots at the Gates? Robotic Process Automation, Skills and Institutions in Knowledge-Intensive Business Services. Digital Futures at Work Research Centre, May 2022. http://dx.doi.org/10.20919/vunu3389.
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Against the backdrop of the fourth industrial revolution, this paper examines the emergence of Robotic Process Automation (RPA) as one of the new technologies that are shaping the future of work and reconfiguring sectoral business and innovation systems and models. It discusses how the institutional context can potentially mediate the digital transformation of services, how RPA affects workers’ employment and skills, and how it alters inter-organisational relationships and capabilities. Bringing together different strands of academic literature on employment studies, innovation, and technology studies, it deploys a comparative institutional perspective to explore the potential effects of RPA and illustrates their plausibility through mini case studies from knowledge-intensive business services
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Smith, Hinekura, Aotea Frandi, Danielle Squire, Irene Farnham, Eruera Morgan, Dan Keepa, and Piripi Morunga. Growing Kaupapa Māori Research Capabilities and Confidence Through Whanaungatanga as Research Mentorship. Unitec ePress, September 2022. http://dx.doi.org/10.34074/ocds.098.
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The Ngā Wai a Te Tūī – Hiringa Hauora Summer Research Mentorship is a kaupapa Māori collaboration to increase hauora Māori (Māori wellbeing) research capacity. The idea of research internships is not new, nor is a focus on hauora Māori. What is distinctive about this summer mentorship is its kaupapa Māori approach to support a diverse range of Māori into research that is by Māori, for Māori, and holds Māori values, beliefs and aspirations at its centre. Holding fast to our ways of being throughout the programme has produced a set of learnings and experiences amongst six ‘interns’ that we suggest offers a useful example of how to grow kaupapa Māori research in the hauora space, and beyond. Like many great Māori ideas, this mentorship programme was enabled through whanaungatanga (relationships) – in this case an email from one colleague to another that went something like, “Hey mete I have an idea I want to run past you.” A senior researcher at Te Hiringa Hauora, an evidence-based health-promotions organisation, approached her colleague, co-author Hinekura Smith, a senior lecturer and researcher at Unitec’s Ngā Wai a Te Tūī Māori and Indigenous Research Centre, with a funding opportunity to develop and facilitate a summer internship programme.
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Sandford, Robert, Vladimir Smakhtin, Colin Mayfield, Hamid Mehmood, John Pomeroy, Chris Debeer, Phani Adapa, et al. Canada in the Global Water World: Analysis of Capabilities. United Nations University Institute for Water, Environment and Health, November 2018. http://dx.doi.org/10.53328/vsgg2030.
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This report critically examines, for the first time, the capacity of Canada’s water sector with respect to meeting and helping other countries meet the water-related targets of the UN’s global sustainable development agenda. Several components of this capacity are examined, including water education and research, investment in water projects that Canada makes internally and externally, and experiences in water technology and governance. Analysis of the water education system suggests that there is a broad capability in institutions of higher learning in Canada to offer training in the diverse subject areas important in water. In most cases, however, this has not led to the establishment of specific water study programmes. Only a few universities provide integrated water education. There is a need for a comprehensive listing of water-related educational activities in universities and colleges — a useful resource for potential students and employers. A review of recent Canadian water research directions and highlights reveals strong and diverse water research capacity and placed the country among global leaders in this field. Canada appears to be within the top 10 countries in terms of water research productivity (publications) and research impact (citations). Research capacity has been traditionally strong in the restoration and protection of the lakes, prediction of changes in climate, water and cryosphere (areas where water is in solid forms such as ice and snow), prediction and management of floods and droughts. There is also a range of other strong water research directions. Canada is not among the top 10 global water aid donors in absolute dollar numbers; the forerunners are, as a rule, the countries with higher GDP per capita. Canadian investments in Africa water development were consistently higher over the years than investments in other regions of the global South. The contributions dropped significantly in recent years overall, also with a decline in aid flow to Africa. Given government support for the right business model and access to resources, there is significant capacity within the Canadian water sector to deliver water technology projects with effective sustainable outcomes for the developing world. The report recommends several potential avenues to elevate Canada’s role on the global water stage, i.e. innovative, diverse and specific approaches such as developing a national inventory of available water professional capacity, and ranking Universities on the strength of their water programmes coordinating national contributions to global sustainability processes around the largest ever university-led water research programme in the world – the 7-year Global Water Futures program targeting specific developmental or regional challenges through overseas development aid to achieve quick wins that may require only modest investments resolving such chronic internal water challenges as water supply and sanitation of First Nations, and illustrating how this can be achieved within a limited period with good will strengthening and expanding links with UN-Water and other UN organisations involved in global water policy work To improve water management at home, and to promote water Canadian competence abroad, the diverse efforts of the country’s water sector need better coordination. There is a significant role for government at all levels, but especially federally, in this process.
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Carter, Becky. Integrating Local Voices into Programme Governance in Fragile and Conflict-Affected Settings. Institute of Development Studies, July 2022. http://dx.doi.org/10.19088/k4d.2022.110.
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This rapid literature review explores how local people’s views and perspectives on their concerns, needs and capabilities (beyond asking about their experiences with aid) have been integrated into the national-level governance mechanisms of humanitarian assistance and development programmes in fragile and conflict-affected settings. There is limited systematic evidence available on this topic. There are a few cases of including civil society in national-level programme or sector governance bodies; there is more documented experience of including local actors in humanitarian response coordination. There is also relevant learning from feedback mechanisms, analysis and research, and people-centred approaches to aid planning and management more generally. The literature highlights the importance of conflict-sensitive approaches underpinned by regular conflict and political economy analysis; consulting with local actors on how they want to communicate and engage, and setting up safe and effective spaces for engagement; investing in long-term partnerships and capacity building to strengthen local organisations; and undertaking participatory, qualitative research that starts from ‘people’s own reading of how their lives are changing over time’ (Daigle, 2022: 15).
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Samji, Salimah, and Mansi Kapoor. Funda Wande through the Lens of PDIA: Showcasing a Flexible and Iterative Learning Approach to Improving Educational Outcomes. Research on Improving Systems of Education (RISE), January 2022. http://dx.doi.org/10.35489/bsg-rise-ri_2022/036.
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Funda Wande has adopted a ‘learning by doing’ strategy that is similar to the Problem Driven Iterative Adaptation (PDIA) approach to solving complex problems. PDIA is a high-impact process of innovation that helps organisations develop the capability to solve complex problems while they are solving such problems. It is a step-by-step framework that helps break down problems into their root causes, identify entry points, search for possible solutions, take action, reflect upon what is learned, adapt, and then act again. Its dynamic process and tight feedback loops enable teams to find and fit solutions to the local context. This case provides a narrative of the Funda Wande story with boxes illustrating how PDIA principles and tools like problem construction, deconstruction, entry point analysis, iteration, and building authorisation would have been applied in practice. The sources of this case include a literature review of education in South Africa, related research documents, and conversations with staff at Funda Wande.
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Wright, Alex, and C. Browne. Connected and Autonomous Plant - a Roadmap to 2035. TRL, June 2020. http://dx.doi.org/10.58446/ykjk4899.
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(CAP) are transforming activities across the UK construction sector. CAP offers potential in a wide range of applications, for example: remote collection of data for design; geofencing of plant operation; semi-autonomous extraction and movement of materials; offsite and robotic construction. However, this transformation presents a challenge to the sector. The introduction of CAP technology lacks a unified approach. Practice differs across construction sites and between clients. As a result, CAP deployment varies significantly across sites and information flow between organisations is slow. The industry is developing a strong understanding of the potential presented by CAP, with exciting examples of new technology being applied in practice. However, the community is concerned over the pace and practicality of implementing new methods, in context of the current approach to commissioning and delivering construction projects. Because there is no clear direction to encourage the use of CAP, the industry must bear all the risks of investing in new systems. These investments are made in an environment where there’s a lack of certainty about the capability of the technology, and a lack of clarity about the risks, liabilities and acceptability of its use. What does the Roadmap describe? The Roadmap has been developed collaboratively with over 75 organisations. Questionnaires and workshops identified the actions required to overcome technical, business and legislative challenges affecting successful delivery of the vision. The Roadmap brings these together in nine workstreams, each focusing on key areas identified by stakeholders. These workstreams would be delivered in parallel through industry-wide collaboration.
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Widmer, Mireille, Marina Apgar, Jiniya Afroze, Sudhir Malla, Jill Healey, and Sendrine Constant. Capacity Development in a Participatory Adaptive Programme: the Case of the Clarissa Consortium. Institute of Development Studies, April 2022. http://dx.doi.org/10.19088/clarissa.2022.001.
Full textAbstract:
Doing development differently rests on deliberate efforts to reflect and learn, not just about what programmes are doing and achieving, but about how they are working. This is particularly important for an action research programme like Child Labour: Action- Research-Innovation in South and South-Eastern Asia (CLARISSA), which is implemented by a consortium of organisations from across the research and development spectrum, during a rapidly changing global pandemic. Harnessing the potential of diverse skills and complementary strengths across partners in responding to the complex challenge of the worst forms of child labour, requires capacity to work together in novel ways. This Research and Evidence Paper documents how CLARISSA approached capacity development, and what we learnt from our challenges and successes. From the start, the programme incorporated a capacity development strategy resting on self-assessment of a wide range of behavioural and technical competencies that were deemed important for programme implementation, formal training activities, and periodic review of progress through an after-action review (AAR) process. An inventory of capacity development activities that took place during the first year of implementation reveals a wide range of additional, unplanned activities, enabled by the programme’s flexibility and adaptive management strategy. These are organised into eight modalities, according to the individual or collective nature of the activity, and its sequencing – namely, whether capacity development happens prior to, during, or after (from) implementation. We conclude with some reflections on the emergent nature of capacity development. Planning capacity development in an adaptive programme provides a scaffolding in terms of time, resources, and legitimacy that sustains adaptiveness. We also recognise the gaps that remain to be addressed, particularly on scaling up individual learning to collective capabilities, and widening the focus from implementation teams to individuals working at consortium level.
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Widmer, Mireille, Marina Apgar, Jiniya Afroze, Sudhir Malla, Jill Healey, and Sendrine Constant. Capacity Development in a Participatory Adaptive Programme: the Case of the Clarissa Consortium. Institute of Development Studies, April 2022. http://dx.doi.org/10.19088/clarissa.2022.001.
Full textAbstract:
Doing development differently rests on deliberate efforts to reflect and learn, not just about what programmes are doing and achieving, but about how they are working. This is particularly important for an action research programme like Child Labour: Action- Research-Innovation in South and South-Eastern Asia (CLARISSA), which is implemented by a consortium of organisations from across the research and development spectrum, during a rapidly changing global pandemic. Harnessing the potential of diverse skills and complementary strengths across partners in responding to the complex challenge of the worst forms of child labour, requires capacity to work together in novel ways. This Research and Evidence Paper documents how CLARISSA approached capacity development, and what we learnt from our challenges and successes. From the start, the programme incorporated a capacity development strategy resting on self-assessment of a wide range of behavioural and technical competencies that were deemed important for programme implementation, formal training activities, and periodic review of progress through an after-action review (AAR) process. An inventory of capacity development activities that took place during the first year of implementation reveals a wide range of additional, unplanned activities, enabled by the programme’s flexibility and adaptive management strategy. These are organised into eight modalities, according to the individual or collective nature of the activity, and its sequencing – namely, whether capacity development happens prior to, during, or after (from) implementation. We conclude with some reflections on the emergent nature of capacity development. Planning capacity development in an adaptive programme provides a scaffolding in terms of time, resources, and legitimacy that sustains adaptiveness. We also recognise the gaps that remain to be addressed, particularly on scaling up individual learning to collective capabilities, and widening the focus from implementation teams to individuals working at consortium level.
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Roberts, Tony, and Kevin Hernandez. Open Data for Agriculture and Nutrition: A Literature Review and Proposed Conceptual Framework. Institute of Development Studies (IDS), January 2021. http://dx.doi.org/10.19088/ids.2021.018.
Full textAbstract:
This paper begins by locating the Global Open Data for Agriculture and Nutrition project (GODAN) in the context of wider debates in the open data movement by first reviewing the literature on open data and open data for agriculture and nutrition (ODAN). The review identifies a number of important gaps and limitations in the existing literature. There has been no independent evaluation of who most benefits or who is being left behind regarding ODAN. There has been no independent evaluation of gender or diversity in ODAN or of the development outcomes or impacts of ODAN. The existing research on ODAN is over-reliant on key open data organisations and open data insiders who produce most of the research. This creates bias in the data and analysis. The authors recommend that these gaps are addressed in future research. The paper contributes a novel conceptual ‘SCOTA’ framework for analysing the barriers to and drivers of open data adoption, which could be readily applied in other domains. Using this framework to review the existing literature highlights the fact that ODAN research and practice has been predominantly supply-side focused on the production of open data. The authors argue that if open data is to ‘leave no one behind’, greater attention now needs to be paid to understanding the demand-side of the equation and the role of intermediaries. The paper argues that there is a compelling need to improve the participation of women, people living with disabilities, and other marginalised groups in all aspects of open data for agriculture and nutrition. The authors see a need for further research and action to enhance the capabilities of marginalised people to make effective use of open data. The paper concludes with the recommendation that an independent strategic review of open data in agriculture and nutrition is overdue. Such a review should encompass the structural factors shaping the process of ODAN; include a focus on the intermediary and demand-side processes; and identify who benefits and who is being left behind.
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Barrera-Osorio, Felipe, Samuel Berlinski, and Matías Busso. Effective Evidence-Informed Policy: A Partnership among Government, Implementers, and Researchers. Research on Improving Systems of Education (RISE), December 2021. http://dx.doi.org/10.35489/bsg-rise-ri_2021/035.
Full textAbstract:
Evidence matters for the effectiveness of public policies,but important informational frictions—that is, resistanceto obtaining or using information on the subject at hand—sometimes prevent it from shaping policy decisions.Hjort et al. (2021) showed that reducing those frictionscan change not only political leaders’ beliefs but alsothe policies they implement. One-way information, fromresearch to policy, may sometimes be insufficient, though.Policymakers may be agnostic about the effectiveness ofan intervention, or they may not know which of its featuresrequire adjustment. A process of policy experimentationmay be needed (Duflo 2017), in which policies arerigorously evaluated at a small scale, the findings of those evaluations inform the policy design, and a new evaluation determines the effectiveness of a fine-tuned version of the intervention, with the assessment continuing until the program is ready to be scaled up. This process requires very close collaboration among government, implementers, and researchers. The means by which evidence is produced is also important. A frequent criticism of researcher-designed interventions is that results may not be relevant. One reason is that pilot programme’s participants or circumstances may be atypical, with the result that the experimental treatment, even if implemented with fidelity, may not achieve similar outcomes in other settings (Al Ubaydli et al. 2017; Vivalt 2017). A second reason is that governments may lack the capability to implement with fidelity interventions tested in randomized control trials. A partnership between policymakers and researchers can help attenuate these concerns. A recent experience in Colombia provides a good example of such a partnership at work. “Let’s All Learn to Read” is an ambitious programme to improve literacy skills among elementary schoolchildren (Grades K–5). Spearheaded by the Luker Foundation, a local nongovernmental organisation, in collaboration with the Secretary of Education of Manizales (Colombia), the programme began with a systematic data collection effort in the municipality’s public primary schools to understand why students were failing to acquire the most basic academic skills. This led to several interventions over many years during which multidisciplinary teams of researchers working in close collaboration with local stakeholders and policymakers designed and evaluated different features of the programme.