Academic literature on the topic 'Organizational learning. Organizational change. Creative ability in business'
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Journal articles on the topic "Organizational learning. Organizational change. Creative ability in business"
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Watad, Mahmoud. "Organizational learning and change: can they coexist?" Business Process Management Journal 25, no. 5 (September 2, 2019): 1070–84. http://dx.doi.org/10.1108/bpmj-12-2016-0240.
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Purpose The purpose of this paper is to explore the dynamics of IT-enabled change and organizational learning. This research defines organizational learning in general terms as the capacity of acquiring, transferring and creating knowledge within an organization. Design/methodology/approach This research design represents a common form of ex-post facto analysis, in which the exploration of relationships between variables is the main focus. The questionnaire used in the first phase was self-administered in a report format, wherein managers were asked to describe the organizational context and problems; the IT intervention or managers’ response to the problems; and the benefits that resulted from the introduction of IT. In the follow-up phase, the interviews used a similar version of the survey, focusing on the same themes. Findings This paper contends that IT-enabled change such as process redesign and productivity improvements do not take place simultaneously with an organization’s attempts to increase its knowledge base or its capacity to acquire knowledge. Organizations alter processes and re-engineer their operations to improve productivity, not to enhance their knowledge-acquiring and decision-making capacities. It seems that the attention structure of managers may be limited and, therefore, they cannot focus on improving both ends simultaneously. This may suggest that when an organization alters its processes, it may overlook its ability to acquire knowledge and its learning capacity at least for the short term. Originality/value The findings of this study can serve as important insights regarding managers’ work practices. Findings support a pragmatic view where managers are concerned with showing immediate gains through the introduction of IT which implies a lack of long-term planning. The findings also can serve as an important lesson to managers in that when they alter organizational processes, they should not overlook the issues of organizational learning and knowledge creation. The findings highlight the complexity of organizations and the conflicting objectives which organizations may attempt to achieve when engaging in change efforts such as the adoption of new technologies.
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Marković, Mirjana Radović. "MANAGING THE ORGANIZATIONAL CHANGE AND CULTURE IN THE AGE OF GLOBALIZATION." Journal of Business Economics and Management 9, no. 1 (March 31, 2008): 3–11. http://dx.doi.org/10.3846/1611-1699.2008.9.3-11.
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Great shifts ‐ genuine and radical transformation ‐ have been shaping the economy and business environment in recent decades. The world is going to be too tough and competitors too ingenious as companies are shaken loose from traditional ways of conducting business. Therefore, the old principles no longer work in the age of Globalization. Based on her research, Dr Radović Marković tried to make a profile of a successful organization which will be in the best way adopted to business environment in the new economy. Namely,in order to get a complete picture how the winning organization will look like in the future, the author concluded that the successful companies in the future will be the ones which are wise enough to harness the full potential of the entire organization in the rapidly changing business environment .It means that the winners will be the unbridled firms that are responsive to challenges and adroit in both creating opportunities and capturing them. In other words, to match the business environment that is more networked within and among companies, the ability to manufacture value will have to be distributed across the company to a much greater extent than in the past. Under these circumstances, managers need to transform themselves, too. They need to have a better framework for thinking about and understanding organizational change. Additionally, continuous learning is the key competency required by any organization that wants to survive and thrive in the newknowledge economy. Market champions keep asking learning questions, keep learning how to do things better, and keep spreading that knowledge throughout their organization. Knowledge organizations obtain competitive advantage from continuous learning, both individual and collective, concluded Dr.Radović Marković. The author also stresses that it is necessary to determine general personal knowledge and education, then to examine knowledge or various specializations in certain areas and lastly to identify their skills. Recent researches in the USA show that business owners who were not educated enough for the business in which they were engaged, were not successful (80 % of their businesses failed during the first year of their existence). On the opposite, those entrepreneurs who were educated and who showed constant interest in improving their activities have increased their business success by 60 % after the completion of the basic training programs for entrepreneurship and management. Therefore the author pointed out that more highly skilled workforce should be beneficial to organizations. Additionally, the human capital approach reflects the view that the market value of the firm increasingly depends on intangible rather than tangible resources. The three main components of human capital are described as a) early ability, b) qualifications and knowledge acquired through education and c) skills, competencies and expertise through on‐and off‐the‐job training. This would suggest that individual capability is enhanced by greater qualifications and higher skill levels. If this can be assessed and used in good effect in the firm then better human capital should, ceteris paribus, enhance organizational performance. Better organizational performance should, in turn, translate into better national performance. Finally, the author concluded that we should further recognize that we are living in the globalization era, or the Global Age. From the viewpoint of a product life cycle, we are in the introductory phase of globalization because we are in the early stages of the digital revolution that is creating the technologies that are enabling real time relationships among dispersed individuals and organizations. To meet constantly changing conditions and demands, business has to transcend boundaries to get what it needs regardless of where it exists—geographically, organizationally and functionally.
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Osmundsen, Tonje C. "Going global – a trajectory of individual and organizational development." International Journal of Organizational Analysis 21, no. 2 (May 16, 2013): 124–36. http://dx.doi.org/10.1108/ijoa-12-2011-0537.
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PurposeThis paper aims to show how the internationalization process of a multinational corporation (MNC) is shaped and formed by actors engaging in collaborative inquiry. Faced with a centralized strategy grounded in Scandinavian organizational solutions, leaders of foreign subsidiaries reinterpret their local institutional frameworks in creating new organizational practices. Their ability to create acceptance for these practices both locally and with the central management determines which practices prevail.Design/methodology/approachThe paper is based on a qualitative comparative study of organizational units in Norway, Sweden, Mexico, the USA, South Korea and Poland. Over a four‐year period, 165 interviews were conducted with both employees and management.FindingsThrough a perspective on learning, it is possible to show how organizational members make use of their institutional environment as they mutually attempt to build shared ideologies for conducting their business. To view organizational change as a learning process allows for explaining how both actors and structures intertwined represent the dynamic for change. Cultural‐cognitive institutions are seen here as active living phenomena which are created and enacted by individuals in their historical and geographical contexts.Originality/valueMuch research on MNCs has focused on explaining the development of such organizations either as a result of experiential learning (i.e. the Uppsala model), systematic planning (economic rationality) or contextual factors (contingency perspectives). This study provides a closer and more detailed look at how these organizations develop through the action and interaction of people in one MNC.
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Armitage, Andrew. "The Dark Side." Advances in Developing Human Resources 17, no. 3 (May 29, 2015): 376–90. http://dx.doi.org/10.1177/1523422315587905.
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The Problem Morgan explored in her book What Poetry Brings to Business the deep but unexpected connections between business and poetry. She demonstrated how the creative energy, emotional power, and communicative complexity of poetry relate directly to the practical needs for innovation and problem solving that face business managers, and how poetry can unpack complexity, together with the ability to empathize with, and better understand the thoughts and feelings of others. This, it can be argued, not only aids the creative process of individuals, but it can also help facilitate the entrepreneurial culture of an organization, develop imaginative solutions, and help better understand chaotic environments. However, despite Morgan’s welcomed addition, it still remains that there is still a dearth of literature of the use of poetry concerning toxic leadership practices. The Solution According to Roebuck, reflexive practice can be described as a process of inquiry that facilities appreciation and understanding of contextualized views, deeper learning experiences, the development of ideas, and the conditions for actual change. Therefore, if organizations are not to objectify the creativity of those who aspire to be organizational leaders, then leadership development programs have to give voice to those who own organizational problems and their solution. Examples of organizational poetry will be presented to show how it can be used to unlock personal experiences and relationships within the context of working life. It will be argued that if stories are to represent reality as lived by those who report them, then poetry provides an alternative method of enquiry to inform contemporary leadership practices. The Stakeholders Poetry empowers individuals to internalize stories that carefully attend to context and settings to offer fresh perspectives on established truths, thus providing a way to explore hidden worlds that might often go unsaid in the milieu of normal conversation. As such, this article is aimed at those who need to develop an alternative paradigm for leadership and Human Resource Development (HRD) educational programs and want to adopt a more open dialogical approach to human relations within classroom settings and practice.
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Filyasova, Y. A. "PERFECTIONISM IN THE WORKPLACE: MAIN FEATURES AND CAREER GROWTH MANAGEMENT." SOCIAL & LABOR RESEARCHES 3, no. 44 (2021): 157–69. http://dx.doi.org/10.34022/2658-3712-2021-44-3-157-169.
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The relevance of the research lies in the fact that perfectionism as a psychological construct of a personality is acquiring a status of a social phenomenon influenced by external social and economic factors, such as generational change, difficult economic conditions, reduced resources, increased competition in the labor market. The aim of the research is to consider career progression process security for perfectionist employees. A semantic analysis of the terms “career growth” and “perfectionism” in the context of scientific research was used. The research indicates that employee perfectionism at the workplace characterizes mainly initial career stages and has two development trends: positive and negative. The former appears as increased working ability and labor efficiency, team leadership, and their inspiration for higher productivity. The latter manifests itself as inefficient activity, inability to achieve organizational goals, excessive and unwanted attention to detail, self-criticism, and fault-finding with colleagues. Common perfectionist features are low-stress resilience, communicability, goal rigidness, all-or-nothing approach to reaching goals. In an organizational environment, positive employee perfectionism has a high value since company management draws up ambitious plans for development and profit generation. Matching personal employee interests and organizational goals can bring intended results; however, it requires the creation of certain conditions. The practical relevance of the conducted analysis lies in the fact that perfectionist career trajectory management should be primarily oriented towards correction of their personal construct. Lateral promotion requires training time management skills, goal prioritization, teamwork, nonstandard methods of problem-solving and goal achievement. Vertical advancement implies learning courses on business communication, stress resistance, leadership, and management. Individual career trajectory planning, labor activity monitoring, healthy psychological climate, incentive schemes are necessary conditions for successful perfectionist employee functioning in an organizational environment.
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Bagheri, Rouhollah, Mohhamad Reza Hamidizadeh, and Parisa Sabbagh. "The mediator role of KM process for creative organizational learning case study." VINE 45, no. 3 (August 10, 2015): 420–45. http://dx.doi.org/10.1108/vine-06-2014-0039.
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Purpose – The current study aims to investigate the existing relationship between knowledge management (KM) infrastructures, KM process capabilities, creative organizational learning (OL) and organizational performance. Design/methodology/approach – Statistical population includes executives of knowledge-based companies in Tehran Science and Technology Park of Iran. The 68 questionnaires were distributed among the census, of which 60 questionnaires were completed correctly. The research data were analyzed by SPSS and PLS software. The unit of analysis is a company that has adopted a knowledge management system (KMS). Target population of the research consisted of 85 top managers of knowledge-based companies in Tehran Science and Technology Park of Iran (N = 85). Random sampling method was applied in this study, and 71 top managers were considered as the statistical sample based on the “Morgan Table”. One standard five-point Likert questionnaire was adopted and distributed between top managers in the park; 62 questionnaires were returned, among which 60 were statistically investigated. The structural relations among variables were tested using the partial least squares method. Findings – This study shows that the KM processes can mediate between creative OL and factors in the KM infrastructure. The results of the study demonstrate that KM process capabilities have the most crucial role in creative OL. The results indicate a significant influence of the infrastructure capabilities on the process capabilities, also the impacts of KM process capabilities on creative OL and the impacts of creative OL on organizational performance was confirmed. Research limitations/implications – Using a holistic view of the KM performance framework, this study has provided insights to KM for researchers because it explains the integrated aspects of KM performance by examining the relationships between the KM infrastructure, knowledge process capabilities, and organizational outcomes. Previous studies on KM have been fragmented because they only consider some aspects of KM performance rather than using a holistic view of the KM performance framework: they have examined the relationship between one or two facets of KM enablers and process capability, or between KM process capabilities and organizational performance. Practical implications – In order to manage rapid change and global competition in business environments, knowledge workers should create new business opportunities and continuously question what and how they can contribute to these chances. Organizational KMS should support the learning processes of their knowledge workers. Social implications – The continuous learning and experiments are necessary in order to produce new ideas and products: it is critical to emphasize the importance of a KM infrastructure that supports and encourages learning in organizations. The creative learning in turn affects organizational performance indicating that without learning, organizations cannot overcome the boundary of old business practices and adjust to change in environments. Originality/value – Previous researches did not appraise the effect of KM and its capabilities on organizational performance, and the specific influence of creative OL was disregarded. The present study demonstrates the mechanism of KM effect on organizational performance and describes the comprehensive dimensions of KM performance.
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Setyono, Langgeng, Abd Qodir Muslim, and Yuyun Pujiastuti. "Strategies for Facing Environmental Dynamics in the Industrial Age 4.0 Using Learning Organization." Profit 15, no. 02 (June 30, 2021): 14–23. http://dx.doi.org/10.21776/ub.profit.2021.015.02.2.
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Competition in the industrial era 4.0 or today's distracting era is a necessity, especially in the business world. Thus, companies must prepare qualified and responsive human resources to change because they are needed in maintaining the existence and productivity of the company is facing the dynamics of business competition. Namely human resources who have conceptual skills, humans’ skills, technical skills, and technological literacy. Many factors can support the development of organizations and human resources, for example, a strong organizational culture and learning organizations. The implementation of learning organization in a company aims to develop the quality of human resource development and the quality of organizational performance because it can accelerate the organizational learning process and increase its ability to adapt to change and anticipate changes in the dynamics of the business environment in the future. Knowledge-based HR development requires a learning process based on self-learning and organizational learning. The competitive advantage obtained by developing human resources owned and carried out by the company can be used as a source of strength in facing competition and the dynamics of the business environment in the industrial era 4.0 which is complex and not easily imitated by competitors.
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Hassan, Noor, Jaehoon Rhee, and Alisher Dedahanov. "Organizational Culture Influences on Creativity and Innovation: A Review." Global Political Review IV, no. II (June 30, 2019): 33–45. http://dx.doi.org/10.31703/gpr.2019(iv-ii).04.
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Due to the rapid change in technology, the world becomes more globalized, the success and survival of any organization build upon on its ability to stay creative and innovative. Innovation and creativity are the twin processes and have shown the greatest significance, achievement and sustainability to an organization. Innovation and creativity go hand in hand; greater creativity is a clue to more innovations. Innovation is one of the leading elements which inducing business success in a tremendously modest and vibrant way. The scholars and specialists have struggled to contribute to enhance and develop the awareness of the real management of innovation. Up to the present time, although the literature on innovation is growing quickly, very slight consideration has been waged to the administrative and executive matters relating to creativity. The aim of this paper is to review all the previous literature on the connection of organizational culture with creativity and innovation.
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Francalanci, Chiara, and Vincenzo Morabito. "IS Integration and Business Performance: The Mediation Effect of Organizational Absorptive Capacity in SMEs." Journal of Information Technology 23, no. 4 (December 2008): 297–312. http://dx.doi.org/10.1057/jit.2008.18.
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A fundamental result of the information technology (IT) and business performance literature is that IT is not a driver of performance per se. However, it can be associated with higher performance if accompanied by organizational change. The identification of the variables describing organizational change is still on-going work. This paper focuses on organizational absorptive capacity and analyses its effects on the relationship between IT and business performance in small and medium enterprises (SMEs). Organizational absorptive capacity measures the ability of an organization to complete a learning process. A significant learning effort is typically associated with IT, as it represents a complex technology. To cope with IT's complexity, implementation is typically incremental and is accompanied by a continuous integration effort of data and applications. The degree of integration of a company's information system (IS), called IS integration, is a proxy of IT maturity and quality. In this study, we explore the effect of IS integration on business performance through absorptive capacity, that is, we hypothesize that absorptive capacity has a mediation role between IS integration and business performance. The proposed research model is tested with data surveyed from 466 SMEs sited in Italy, for which exports constitute more than half of their revenues. Results indicate that organizational absorptive capacity has a mediation effect. Alternative models attributing to absorptive capacity a role different from mediation are found to be non-significant.
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Mastio, Emmanuel, and Kenneth Dovey. "Power dynamics in organizational change: an Australian case." International Journal of Sociology and Social Policy 39, no. 9/10 (September 9, 2019): 796–811. http://dx.doi.org/10.1108/ijssp-07-2019-0142.
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Purpose The purpose of this paper is to contribute to the understanding of the role of abstract forms of power in organizational change by exploring the role of such forms of power in the recent structural transformation of an iconic Australian Intellectual Property law firm. The research literature reflects relatively few studies on the increasing complexity of power dynamics in organizational and institutional arrangements. Design/methodology/approach The complexity of the investigated phenomena led to the adoption of three qualitative methods in order to access the specific forms of data that were perceived to be relevant to answering the research question (“How did abstract power dynamics influence the nature and outcomes of the firm’s structural transformation?”). Ethnography was used in the attempt to discern, through participation and observation, the assumptions that manifested in action and/or inaction; phenomenology in the exploration through unstructured interviews with 41 staff members and 4 clients of the firm, of their interpretation and “sense-making” of their “lived experience” of “what was going on” in the firm; and narrative enquiry in establishing a narrative of critical events, and their impact on “what was going on” in the firm, including those that had occurred over the years prior to this research initiative. Findings The research shows the effects of contradicting forms of abstract power (namely, hegemonic (ideological) power, dominant institutional logic and structural power) as the firm struggled to address challenges to its existence. The impact of these forms of power upon the partners’ apprehension and interpretation of the emerging challenges to the firm’s business performance remained inconspicuous throughout the period of transformation. However, these contradictory forms of abstract power insidiously created tensions within the organization which were poorly addressed, resulting in organizational dysfunction and destructive sectarian conflict. The results show that the inability of partners to discern the nature of the forms of power which were influencing their responses to the crisis was a consequence of under-developed collectively reflexive capabilities and an absence of collaborative problem-solving practices. This resulted in a negative outcome for the firm. Research limitations/implications The research has significant implications for collective endeavor in global business operations that are becoming increasingly complex. In particular, the complexity of power relations, as insidious ideological forces supported by ubiquitous technologies threaten to subsume agentic power in ways that domesticate and neutralize it, requires the development of sophisticated forms of collective ways of “working with power” – capabilities that include the ability to demystify the abstract forms of power that can shape the experience of social realities as “inevitable and natural.” Further research into these forms of power, and the surreptitious role they play in organizational arrangements, is an important requirement. With respect to limitations, as the research is located in the interpretivist research paradigm, the issue of interpretation is problematic. A strong effort was made to limit unwitting interpretive bias but the possibility of such bias cannot be ruled out, especially as, in some cases, the data are an interpretation of prior interpretations of events and/or experiences (as, e.g., in the interview data). Practical implications Working constructively with various forms of power is becoming a critical capability within organizations. This has implications for the relational and communicative skills that underpin effective collaboration of staff and other stakeholders. Such collaboration needs to include the collective ability to make explicit through critical dialogue the surreptitious influence of abstract forms of power upon the prevailing organizational arrangements and routines. To achieve this, these forms of power have to become demystified through constructive critique of the taken-for-granted aspects of everyday organizational life. This has important implications for leadership development practices and educational programs. Social implications Unless leaders develop the ability to make the influences of abstract forms of power more conspicuous, and develop collaborative capabilities to work with insight into their management, they run the risk of agentic power becoming subsumed and neutralized by such forms of power. This has important implications for organizational agency and, especially, for the creative agency of the individuals who work within organizations. On a broader scale, it has implications for institutional arrangements and for the critical apprehension of global ideologies. Originality/value Studies of abstract forms of power are relatively rare in the research literature. This is probably a result of the long-standing dominance of positivism, with its realist ontological assumptions and its objectivist epistemological assumptions. In exploring the influence exerted by abstract forms of power on the inability of the partners of a professional services firm to apprehend their situation more accurately, and to interpret their strategic options with greater insight, this research makes an original contribution to the understanding of the influence of abstract power dynamics in organizational change, and in organizational arrangements more generally.
Dissertations / Theses on the topic "Organizational learning. Organizational change. Creative ability in business"
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Prinsloo, Albert Valerius. "Organisational learning and innovation : the study of enablers and relations." Thesis, Link to the online version, 2008. http://hdl.handle.net/10019/1832.
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Migdadi, Mahmoud Mohammad. "An integrative view and empirical examination of the relationships among knowledge management enablers, processes, and organizational performance in Australian enterprises." Access electronically, 2005. http://www.library.uow.edu.au/adt-NWU/public/adt-NWU20060511.153300/index.html.
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Tekie, Eden Berhe. "Creating new business models : approaches, techniques and measurement for strategic leadership and management." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53338.
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Thesis (MComm)--Stellenbosch University, 2003.ENGLISH ABSTRACT: Given the increased uncertainty and unpredictability prevalent in the business environment, there is heightened pressure for organizations to become radically innovative and to constantly reinvent themselves, and ultimately change the rules of the game in their industry. The concept of new business models is relatively new to business literature. However, its significance cannot be underestimated where operating in a turbulent competitive landscape has made the traditional way of doing business ineffective, and consequently has changed the nature of competitive advantage. Despite the obvious importance of creating new business models, there seems to be inadequate understanding and definition of the term "business model", thereby hindering the understanding of the nature of new business models and the approaches needed for creating new business models. This paper initially investigated the concept of "business model" and its core dimensions, which revealed that the term lacks an adequate and comprehensive definition. In response to this, a comprehensive working definition for the concept was formulated after an analysis of the various definitions proposed in the business literature. Since the key elements of a business model are important sources of competitive advantage, this definition has been used to illustrate how organizations can create new business models by manipulating the basic aspects of the business model. Approaches and techniques that enable organizations to create new business models and to become radically innovative have been selected from those put forward by Govindarajan and Gupta (2001) and Amit and Zott (2001). Finally, an analysis was made of the performance measurement tools for new business models. This revealed a lack of such an evaluation tool and this study has proposed a framework from which its dimensions can be used to expand and develop a measurement instrument for proposed business models and/or industries.
AFRIKAANSE OPSOMMING: Gegee die verhoogde onsekerheid en onvoorspelbaarheid wat teenwoordig is in die besigheidsomgewing, is daar meer druk op organisasies om radikaal innoverend te word, om hulself konstant te herontdek en uiteindelik om die reels van die spel in hulle bedryf te verander. Die konsep van nuwe besigheidsmodelle is relatief nuut in die besigheidsliteratuur, maar die belangrikheid van die konsep kan nie onderskat word nie, waar die tradisionele besigheidsbenaderings ondoeltrefferd geword het binne 'n fluktuerende mededingende omgewing. As gevolg hiervan, het die hele wese van mededingende voorsprong verander. Ten spyte van die duidelike behoefte aan die skep van nuwe besigheidsmodelle, blyk daar ook om onvoldoende begrip en definisie van die term "besigheidsmodel" te wees. Dit belemmer die begrip van die oorsprong van nuwe besigheidsmodelle en die benaderings benodig vir die skep van nuwe besigheidsmodelle. Hierdie skripsie het eerstens die konsep "besigheidsmodel" en sy kerndimensies ondersoek, wat aan die lig gebring het dat die term ontbreek aan 'n voldoende en volledige definisie. Nadat die verskeie definisies in die besigheids-literatuur is, is 'n volledige gangbare definiesie vir die konsep geformuleer. Aangesien die sleutelelemente van 'n besigheidsmodel belangrike bronne van mededingende voorsprong bied, is die definisie gebruik om te illustreer hoe organisasies nuwe besigheidsmodelle kan skep deur die basiese aspekte van die besigheidsmodel te manipuleer. Benaderings en tegnieke wat organisasies in staat stel om nuwe besigheidsmodelle te skep en om radikaal innoverend te word, is geselekteer vanuit die voorgestel deur Govindarajan en Gupta (2001) en Amit en Zott (2001). Ten slotte, is 'n ontleding gedoen van die instrumente wat gebruik word om die prestasie van nuwe besigheidsmodelle te meet. Dit het aan die lig gebring dat daar nie so 'n evalueringsinstrument is nie, en hierdie studie het dus 'n raamwerk voorgestel waarvan die dimensies gebruik kan word om 'n meetinstrument vir voorgestelde besigheidsmodelle en/of industrieë uit te brei en ontwikkel.
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Schick, Verena. "A critical analysis of the role and nature of dynamic capabilities to enable and sustain organizational fitness, incorporating complexity thinking." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52628.
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Thesis (MComm)--Stellenbosch University, 2002.ENGLISH ABSTRACT: In light of the rising recognition that strategic management, especially in uncertain fastchanging environments, needs to be robust beyond time and space, this study has the objective to re-conceptualize the term "organizational fitness". Due to the preliminary and isolated nature of existing organizational fitness models, the decision was made to incorporate the considerable knowledge base of "dynamic capabilities" and "complexity thinking". The critical criteria for choosing these strategic management approaches were seen in their appreciation of change as a natural principle of life within the larger context of this currently fast evolving world. The study aims at establishing a sound understanding of the reference point, i.e. organizational fitness, as well as its hypothetical conceptual means, i.e. dynamic capabilities and complexity thinking. Furthermore, the relational aspects of these concepts were elaborated and converged into a synthesis of what could emerge to become a comprehensive and persistent approach towards organizational fitness and strategic management per se. In respect to the complexity of the chosen concepts, a sequential method of incorporation was adopted. In reviewing and analyzing existing literature on organizational fitness, a possible definition and a general anatomy for organizational fitness could be established. Subsequently, the components and rationale of dynamic capabilities were critically delineated. The insights derived were then inserted in a preliminary fitness model. Hereafter, complexity thinking was investigated and related to the dynamic capabilities framework. Motivated by the complementary nature of these concepts, two emerging techniques of complexity thinking were delineated, viz. the co-evolutionary space and fitness landscapes, with the aim of deepening as well as extending the earlier preliminary concept. This logical yet theoretical and normature study presents clear pointers concerning strategic enterprise robustness with which organizational fitness could be approached in the specific realm of this conceptual frame. In respect of its hypothetical and preliminary nature, the conclusions reached should be seen in their proper perspective. Moreover, further basic and applied research is seen as crucial to substantiate the conclusions and recommendations of this study.
AFRIKAANSE OPSOMMING: In lig van die toenemende besef dat strategiese bestuur, veral in toestande van vinnige verandering, dinamies en robuust moet wees onbegrens deur die konsepte van tyd en spasie, het hierdie studie die doelstelling om die begrip van organisatoriese fiksheid te herkonseptualiseer. Op grond van die voorlopige en geïsoleerde aard van huidige organisatoriese fiksheidsmodelle, is besluit om die nuwer strategiese bestuursbenaderinge van 'dinamiese vermoëns' en 'kompleksiteitsdenke' in die omvang van die studie te inkorporeer. Die kriteria vir die keuse van insluiting van die voorgenoemde strategiese benaderinge was hul toenemende potensiaal as onderliggende teorieë vir die verduideliking van verandering in die konteks van die toenemend snelle veranderende wereld. Die studie beoog om 'n deeglik-gefundeerde basis en vertrekpunt daar te stel, d.w.s. dinamiese vermoëns beskou as deel van kompleksiteitsdenke. Die interaktiewe en verhoudingsaspekte van die twee konsepte is intensief ontleed en 'n konvergensie is nagestreef ten einde 'n sintese van benadering daar te stel, wat die konsep van organisatoriese fiksheid en gepaardgaande strategiese bestuursimplikasies aandui. In die uitvoering van die ondersoek van kompleksiteitsteorie is 'n sekwensiële wyse van ondersoek gekies. Omvattende ontleding van bestaande internasionale literatuur het 'n voorlopige definisie en anatomiese dimensies van die konsep van organisatoriese fiksheid opgelewer. Daarna is die komponente en rasionaal van dinamiese vermoëns krities ontleed. Die resulterende insigte is voorts in die konsep van organisatoriese fiksheid geïnkorporeer. 'n Verdere stap was ontleding en relevansie-passing van kompleksiteitsdenke in verband tot dinamiese vermoëns. Twee ontluikende tegnieke van kompleksiteitsdenke is afgebaken, naamlik ko-evoluerende spasie en fiksheidslandskappe, met die doeI om die voorlopige konsep van organisatoriese fiksheid te verdiep en te verbreed. Hierdie logiese, teoretiese en normatiewe studie voorsien duidelike aanduidinge t.o.v. strategiese ondernemings-robuustheid, waarmee die konsep van organisatoriese fiksheid toepaslik benader kan word. In die lig van die hipotetiese en voorlopige aard van die studie, moet die gevolgtrekkings van die studie in sy begrensde konteks beskou word. Verder basiese en toegepaste navorsing word as noodsaaklik geag ten einde die gevolgtrekkings en aanbevelings van die studie te substansieer.
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Danks, Shelby. "Measuring Culture of Innovation: A Validation Study of the Innovation Quotient Instrument." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc848105/.
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The ability for an organization to innovate has become one of the most important capabilities needed in the new knowledge economy. The research has demonstrated that an organization’s culture of innovation in particular predicts organizational innovativeness across multiple industries. To provide support to these organizations in their abilities to understand the culture of innovation, researchers have developed instruments to measure culture of innovation, and while many of these instruments have been widely used to inform organizational opportunities for improvement, few of these instruments have been validated or replicated beyond their initial use. The current study employs multiple factor analytic methods to validate the factor structure of the Innovation Quotient instrument developed by Rao and Weintraub and assess the extent to which the instrument is reliable for multiple organizational groups. The results of this study, as well as implications for researchers interested in culture of innovation, are presented.
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Moyo, Nomaqhawe. "Conceptions of knowledge transfer in organisations : a bibliometric and content analysis of three journals." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/96857.
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Thesis (MPhil)--Stellenbosch University, 2015.ENGLISH ABSTRACT:Central to this study is the transfer of knowledge in organisations. The aim of this study is to ascertain how the concept of Knowledge Transfer (KT) is represented thematically in the three journals MIS Quarterly, Organization Science, and Management Science. It reviews the growth and development of KT in the context of organisational management and determines the historical and emerging themes and trends thereof. The study focuses on articles that listed any of the following concepts: ‘knowledge transfer’, ‘knowledge sharing’ and ‘knowledge flow’ either in the abstract, as a keyword, or in the title of the paper. A total of 146 articles were identified and analysed through the use of bibliometric and content analysis research methods. The results show that there has been a gradual increase of articles addressing KT related issues in organisations. The historical themes identified include contextual factors, mechanisms, geographic factors, business context, areas of study, agents, flow of knowledge and different knowledge types. From the historical themes, knowledge transfer is a growing literature with many different theories and models, contexts and goals, practices and measures. It is an active process and not a simple act of imitating an example of good practice from one organisation to another. Practices need to be modified to fit new contexts and cultures and authors find that the very process of transferring knowledge, if not implemented properly, has a severe impact on organisational efforts aimed at knowledge management. The emerging trends include organisational performance, organisational learning, organisational change, innovation and change and knowledge networks. From the emerging trends, the clear result is that knowledge transfer is conducted by organisations in order for them to maximise profits and work efficiently. It is in the emerging themes that authors are questioning the popular view of knowledge transfer as a mechanical process. Emerging themes reveal that knowledge transfer is a complex process, involving many different players and factors that must be addressed before a successful transfer can occur. These include, motivating the employees, creating an enabling environment in terms of organisational culture and structure. The study concludes that knowledge transfer as a notion of management in organisations must be re-examined in order to clarify it and establish the relationship it has with other managerial concepts.
AFRIKAANSE OPSOMMING: Sentraal tot hierdie studie is die voorstelling van kennisoordrag in die literatuur. Die doelwit is om te bepaal hoe die begrip “kennisoordrag” in drie tydskrifte naamlik MIS Quarterly; Organization Science en Management Science begryp word. Die studie bied ‘n oorsig van die groei en ontwikkeling van die begrip binne die konteks van organisatoriese bestuur en identifiseer die historiese en opkomende temas en tendense daarvan. Die studie fokus op artikels met die terme ‘kennisoordrag’, ‘deel van kennis’ of ‘kennisvloei’ in die opsommings óf titels van artikels. ‘n Totaal van 146 artikels is geïdentifiseer en ontleed met behulp van bibliometriese- en inhoudsanalitiese navorsingsmetodes. Die resultate van die studie toon ‘n geleidelike toename in artikels rakende kwessies rondom kennisoordrag in organisasies. Die historiese temas wat geïdentifiseer is, sluit in kontekstuele faktore, meganismes, geografiese faktore, organisatoriese konteks, studie areas, agente, kennisvloei en verskillende tipes kennis. Volgens die historiese temas is kennisoordrag ‘n groeiende literatuur met talle teorieë en modelle, kontekste en doelwitte, praktyke en maatstawwe. Dit is ‘n aktiewe proses en nie bloot die nabootsing van goeie praktyke tussen organisasies nie. Praktyke moet verander word om nuwe kontekste en kulture te pas. Outeurs het verder gevind dat die proses van kennisoordrag ‘n ernstige impak op organisasies se kennisbestuur pogings het. Die opkomende tendense sluit in organisatoriese prestasie, organisatoriese leer, organisatoriese verandering, innovasie en verandering en kennis-netwerke. ‘n Ontleding van opkomende tendense toon dat kennisoordrag in organisasies plaasvind met die oog op ‘n toename in wins en doeltreffendheid. Outeurs bevraagteken die gewilde siening dat kennisoordrag ‘n meganiese proses is. Die opkomende temas toon dat kennisoordrag ‘n komplekse proses is wat verskillende faktore behels wat aandag moet geniet voordat suksesvolle oordrag kan plaasvind. Hierdie faktore sluit in die motivering van werknemers en die skep van 'n gunstige omgewing met betrekking tot organisatoriese kultuur en struktuur. Die studie sluit af met die oogpunt dat kennisoordrag as ‘n inisiatief van ‘n organisasie se bestuur herevalueer moet word in ‘n poging om dit verder te verduidelik en die verhouding daarvan met ander bestuurskonsepte te bepaal.
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Regnér, Patrick. "Strategy creation and change in complexity : adaptive and creative learning dynamics in the firm." Doctoral thesis, Handelshögskolan i Stockholm, Institute of International Business (IIB), 1999. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-1785.
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Howard, Yvonne Mays. "Provisional Accelerated Learning Center (PAL) entrepreneurship program grant proposal." CSUSB ScholarWorks, 2004. https://scholarworks.lib.csusb.edu/etd-project/2554.
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This thesis was written as part of a process to secure funds to develop a Vocational Education Entrepreneurship Workshop for African American students attending the Provisional Accelerated Learning Center (PAL), a local community based organization which assist high risk individuals to gain vocational education and Graduation Equivalen Diploma (GED)
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Kotze, H. A. "Causal layered analysis enriching the innovation process." Thesis, Stellenbosch : Stellenbosch University, 2010. http://hdl.handle.net/10019.1/18153.
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Thesis (MPhil)--Stellenbosch University, 2010.ENGLISH ABSTRACT: This research report aims to show how futures studies or foresight techniques, especially causal layered analysis (CLA), can enrich the attempts of organisations to innovate. The study discusses the importance of innovation for organisations and shows that innovation is deeply rooted in the knowledge economy. The nature of innovation is explored as well as the different types and degrees of innovation. An integrated innovation model is proposed which is used to establish some of the key challenges which arise from the innovation process. The challenges are expanded to take into consideration those challenges which arise from the approach organisations take to innovation as well as some of the innovation challenges which arise from the underlying organisational culture. The nature of futures studies is discussed from the perspective of an approach and field of study for creating knowledge and facilitating understanding. This ability of futures studies is explored further to show how it can address some of the challenges which arise from innovation. The study further explores the ability of causal layered analysis, a foresight technique; not only to address some of the innovation challenges but to enrich the innovation process by providing depth and breadth in the analysis of the problem through creating an understanding of the deeply rooted drivers and viewing the problem from different perspectives, effectively expanding the solution set and creating a platform for identifying latent needs and opportunities. Causal layered analysis is applied to three of the top thirty innovations of the last three decades, testing the hypothesis that successful innovation transcends and addresses needs at the deeper layers. It is shown that innovations which are able to address needs in the deeper levels get embedded in our daily lives and as a result become more enduring.
AFRIKAANSE OPSOMMING: Hierdie navorsings projek beoog om te wys dat toekomsstudies en die tegnieke in die studie veld, spesifiek “causal layered analysis”, waarde kan toevoeg tot die innoverings probeerslae van organisasies. Die studie bespreek die belangrikheid van innovering vir organisasies en wys dat innovasie diep gewortel is in die kennis ekonomie. Die aard van innovering word ondersoek sowel as die verskillende tipes en grade daarvan. ‘n Ge-integreerde innoverings model word voorgestel en word gebruik om van die belangrike uitdagings in die innovasie proses te identifiseer. Daar word uitgebrei op hierdie uitdagings deur in ag te neem die benadering wat organisasies neem tot innovering asook die uitdagings wat voortspruit uit die onderliggende kultuur in die organisasie. Die aard van toekomstudies word bespreek uit die oogpunt van die benadering van die studie veld om kennis te skep en begrip te bewerkstellig. Die vermoë van toekomstudies om die uitdagings wat deur innovasie onstaan word verder ondersoek. Die studie ondersoek ook die vermoë van “causal layered analysis”, as ‘n toekoms tegniek, nie net om die innoverings uitdagings te adresseer nie, maar ook deur die verryking van die innoverings proses waardeur begrip geskep word. Begrip volg deur die diepte en wydheid van die analise van die probleem, asook deur die probleem vanuit verskeie oogpunte te benader. Hierdeur word daar meer moontlike oplossings blootgelê en word daar geleentheid geskep om nuwe geleenthede te identifiseer. “Causal layered analysis” word ook toegepas op drie van die top dertig innovasies van die laaste drie dekades om die hipotese te toets dat suksesvolle innovasies, behoeftes in al die lae aanspreek, spesifiek in die diepliggende areas. Die studie wys dat innovasies wat behoeftes in die diepliggende areas aanspreek deel word van ons alledaagse lewe en sodoende meer langdurig word.
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Ganzevoort, Boto Wybrand. "Leveraging connectivity to innovate for a differentiated customer experience : a study into the management of interaction between financial services organisations and their external environment to enhance the innovation process for the delivery of a differentiated customer experience." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50008.
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Thesis (MComm)--Stellenbosch University, 2004.ENGLISH ABSTRACT: The high degree of extant commoditisation of organizations and their value propositions in the financial services industry has necessitated organizations in the industry to seek differentiation from the competition. Innovation has generally been accepted as a way for organizations to create differentiation by adding value to the organization. Until recently the focus of innovation activities has been limited to the product or the service of the organization. Recent emphasis has however shifted the innovation mandate to more holistically consider the total experience the customer has when interacting with the organization. This study concerns itself with the organizational activities required to innovate the customer experience. The main argumentation adopted by the thesis suggests that organizations need to constantly leverage their connectivity, forward and backward in value systems, across organizational boundaries to enhance the customer experience innovatively. Leveraging the organization's connectivity creates advantages for both radical and incremental innovation management to thereby improve and sustain the organization's profitability. The study commences by critically analysing the total customer expenence and then describing how the customer experience can create differentiation for the organization. The second part of the study scrutinises innovation literature to gain an understanding of how and where organizations can benefit in the management of innovation. The third part of the study reveals multi-channel management as a method that can be utilised to deliver the customer experience innovatively and benefit the organization in the continuous innovation of the customer experience. The study culminates in a preliminary model that conceptualises the leveraging of connectivity in the innovation process necessary within the organization for the innovation of a differentiated customer experience. Limitations of the study are described, and recommendations are made for both further research and the application of the study to the business environment.
AFRIKAANSE OPSOMMING: Ondernemings in die finansiële dienste industrie ondervind huidiglik dat hul waardeproposisies relatief maklik in kommoditeite verander. Dit noodsaak ondernemings in hierdie industrie tot toenemende innoverende differensiasie om daardeur 'n voorsprong op konkurrente in die mark te verkry. Innovasie word algemeen aanvaar as die manier waarop organisasies waarde kan toevoeg om sodoende differensiasie te bewerkstellig. Tot onlangs was die fokus van innovasie-aktiwiteite beperk tot die produk of diens van 'n onderneming. Die moderne tendens is dat die klem in die innovasiemandaat verskuif om die totale ervaring in die interaksieproses tussen onderneming en kliënt holisties te benader. Hierdie studie konsentreer op die organisatoriese aktiwiteite wat benodig word in die innoveering van die kliënt se ervaring. Die hoof argument wat deur die tesis aanvaar word, beklemtoon dat ondernemings deurlopend hul konnektiwiteit voor- en terugwaarts in die waardesisteem, moet hefboom oor organisatoriese grense heen, om daardeur die innovasieproses van die kliënte-ervaring te bevorder. Om die onderneming se konnektiwiteit op hierdie wyse te hefboom, skep voordele vir beide radikale en inkrementele innovasie bestuur waardeur die onderneming se winsgewendheid volgehou en verbeter kan word. In die aanvang van die studie word gepoog om die totale verbruikerservaring krities te analiseer; daarna word uiteengesit hoe die kliënte-ervaring vir die onderneming differensiasie kan skep. Die tweede deel van die studie ondersoek literatuur wat betrekking het op innovasie om daardeur te verstaan hoe en waar ondernemings voordeel kan trek uit die bestuur van innovasie. Die derde deel van die studie stel multikanaal-bestuur voor as 'n metode om die beoogde kliënte-ervaring te weeg te bring, maar ook as 'n manier om die onderneming te bevoordeel in die deurlopende innovasie van die verbuiker se ervaring. Die studie resulteer in 'n voorlopige model wat die hefboom van konnektiwiteit in die innovasie proses vir 'n gedifferensieerde kliënte-ervaring konseptualiseer. Ten slotte word die beperkings van die studie omskryf en aanbevelings word gemaak vir beide navorsingsdoeleindes, en die toepassing van die studie tot die praktiese sakeomgewing.
Books on the topic "Organizational learning. Organizational change. Creative ability in business"
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Power partnering: A strategy for business excellence in the 21st century. Boston: Butterworth-Heinemann, 1997.
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The learning paradox: Gaining success & security in a world of change. Oxford: Capstone, 2001.
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McGehee, Tom. Whoosh: Business in the fast lane. Cambridge, MA: Perseus Pub., 2001.
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Puccio, Gerard J. Creative leadership: Skills that drive change. Thousand Oaks, Calif: SAGE Publications, 2007.
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Mary, Murdock, and Mance Marie, eds. Creative leadership: Skills that drive change. Thousand Oaks: SAGE Publications, 2007.
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Laboratory, DOM Research, ed. Creating desired futures: How design thinking innovates business. Basel, Switzerland: Birkhäuser, 2010.
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Shapiro, Stephen M. The little book of big innovation ideas. New York: Portfolio Hardcover, 2011.
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Creative people must be stopped: Six ways we kill innovation (without even trying). San Francisco, CA: Jossey-Bass, 2012.
Find full textBook chapters on the topic "Organizational learning. Organizational change. Creative ability in business"
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Bremdal, Bernt, and Torbjørn Korsvold. "Knowledge Markets and Collective Learning." In Advances in Business Strategy and Competitive Advantage, 304–27. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2002-5.ch018.
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In this chapter, the authors argue that “Knowledge Markets” might be used as a term to describe how individuals can be engaged in a democratic process where their competence, background, and personal information resources are mobilized in full in a broad and non-biased process. The contribution of each individual is aggregated and averaged in a way the authors believe will yield more accurate results, personal involvement, and learning than traditional approaches to group efforts. Recent work on crowdsourcing (Surowiecki, 2004) highlights the strength of a collection of individuals over traditional organizational entities. This contribution will extend these principles to fit into an organizational setting. The chapter discusses how knowledge markets can create an arena for change. Moreover, it shows that if certain principles are observed desired effects could be achieved for relatively limited groups. The authors extend this to propose theories about collective learning and performance improvement. They further describe how the principles defined can help to meet some fundamental challenges related to petroleum activities such as drilling. The authors think that the Knowledge Market approach can serve as a model for designing IO arenas to increase collaboration, to improve shared problem solving, and make collective learning more effective. In all kinds of operations performance improvement is strongly related to learning. It is a cognitive ability that must be exercised and maintained through motivation, discipline, and other stimuli. Collective learning applies to the effort whereby a group of people detect threats or opportunities and learns how to take early advantage of this in order to assure change.
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Moreno-Monsalve, Nelson, and Sandra Delgado-Ortiz. "Knowledge Management and Its Relationship With Organizational Maturity Processes." In Handbook of Research on International Business and Models for Global Purpose-Driven Companies, 276–88. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4909-4.ch015.
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In a business context characterized by constant change, companies highlight management models focused on the growth of people and, derived from this, on the generation and proper management of knowledge. In this sense, business leaders have understood that the adoption of good management practices within companies is an incremental process, framed in time and backed by the ability to learn their employees have. Therefore, business maturity could be understood as a constant process of transformation, in which the knowledge that resides in the workers is the main piece to reach an optimum level of excellence. The research work aims to highlight the importance of knowledge management models in organizational maturity processes, specifically with respect to the cycle of adoption of good project management practices. This study is supported by a thorough bibliographic review that allows us to contrast organizational learning capacity with the ability to adopt good practices.
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Whalen, Tammy, and David Wright. "Business Process Reengineering for the Use of Distance Learning at Bell Canada." In Cases on Information Technology Series, 186–99. IGI Global, 1999. http://dx.doi.org/10.4018/978-1-878289-56-8.ch017.
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The Bell Online Institute (BOLI) represents a radical change to the way Bell Canada provides internal training to its 27,000 employees. BOLI specializes in Web-based training, one type of technology enabled (distance) learning. Web-based training is a significant departure from the more traditional classroom-based practices at the Bell Institute for Professional Development, which is the organization that oversees all employee training at Bell Canada. This case study examines the use of Web-based training at Bell Canada in the context of business process reengineering. We present a theoretical context and a practical guide to how technology enabled learning changes the business processes in an organization. The study defines the processes that are required to deliver Web-based training, the value to the internal and external business practices of the organization, and the costs for each process. The wider applications of this case study are identified and will be of interest to those in other organizations that are moving from classroom delivered training to distance delivery. This case study describes changes in the organization that result from reengineering, including the impact Web-based learning has on training plans, student needs assessments, the ability to provide specialized curricula, training students and instructors in using new technologies, and establishing a principle of continuous improvement. Alternative ways of achieving project objectives are presented, along with organizational impact, technology alternatives, and cost-benefits.