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Article
Publication date: 30 May 2019

Lawrence Dooley and Claire Gubbins

Despite growth in use of inter-organisational relationships for knowledge co-creation, many collaborations struggle to realise the synergistic benefits of these networks…

Abstract

Purpose

Despite growth in use of inter-organisational relationships for knowledge co-creation, many collaborations struggle to realise the synergistic benefits of these networks. This paper aims to explore the evolving dialectic tensions evident within an inter-organisational relationship and the governance consideration to optimise the knowledge process.

Design/methodology/approach

A longitudinal case of a university-industry knowledge network is selected for study. The single case analysis aligns with the dialectical epistemology, which dismisses the expectation of homogeny or constancy across network cases.

Findings

The research highlights the circular condition between dialectic tensions evident within inter-organisational relations and the governance mechanisms developed to synthesis the network knowledge discovery capability. The research shows that these tensions are a natural part of the network existence and often advantageous to knowledge creation. The research also highlights that governance is required at multiple levels within the network entity to optimise knowledge exchange and discovery.

Originality/value

The research adds to the limited application of dialectical thinking to inter-organisational networks. It highlights the structural and relational governance mechanisms that interplay to optimise their knowledge process capability. The research also highlights the multiple levels within networks at which tensions can originate, requiring knowledge governance at the micro, meso and macro level to address the complexity of the inter-organisational relationship. This research provides a better understanding of how knowledge within inter-organisational relations can be managed for mutual benefit and value creation.

Details

Journal of Knowledge Management, vol. 23 no. 10
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 5 December 2019

Thomas N. Garavan, Sinead Heneghan, Fergal O’Brien, Claire Gubbins, Yanqing Lai, Ronan Carbery, James Duggan, Ronnie Lannon, Maura Sheehan and Kirsteen Grant

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including…

2166

Abstract

Purpose

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.

Design/methodology/approach

The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).

Findings

The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.

Originality/value

This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.

Details

European Journal of Training and Development, vol. 44 no. 1
Type: Research Article
ISSN: 2046-9012

Keywords

Abstract

Details

The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM
Type: Book
ISBN: 978-1-80071-780-0

Article
Publication date: 26 September 2008

Thomas N. Garavan, John P. Wilson, Christine Cross, Ronan Carbery, Inga Sieben, Andries de Grip, Christer Strandberg, Claire Gubbins, Valerie Shanahan, Carole Hogan, Martin McCracken and Norma Heaton

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It…

8271

Abstract

Purpose

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

Design/methodology/approach

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

Findings

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

Originality/value

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

Details

Journal of European Industrial Training, vol. 32 no. 8/9
Type: Research Article
ISSN: 0309-0590

Keywords

Content available
Article
Publication date: 27 February 2009

Claire Gubbins

303

Abstract

Details

Journal of European Industrial Training, vol. 33 no. 2
Type: Research Article
ISSN: 0309-0590

Article
Publication date: 9 November 2012

Claire Gubbins, Siobhan Corrigan, Thomas N. Garavan, Christy O' Connor, Damien Leahy, David Long and Eamonn Murphy

This paper aims to present a case study illustrating the issues involved in the tacit knowledge conversion process and to determine whether such conversion delivers value…

1998

Abstract

Purpose

This paper aims to present a case study illustrating the issues involved in the tacit knowledge conversion process and to determine whether such conversion delivers value to the organisation in terms of business value and return on investment (ROI).

Design/methodology/approach

A single‐case multiple baseline participants experimental design, replicated across two participants, was utilised. Aaron's KM V‐model of evaluation is utilised to determine the ROI of the initiative.

Findings

While the evaluation of the tacit knowledge conversion initiative suggests positive value to the business; analysis of the conversion process also reveals a number of individual level factors, which reinforce the challenges associated with efforts to access, capture and share expert tacit knowledge.

Research limitations/implications

The results of this study may stimulate further research on tacit knowledge management processes, and specifically the influence of the individual in the success or failure of these initiatives.

Practical implications

The paper presents an actual case study situation that reveals the micro‐level issues involved in converting tacit expert knowledge.

Originality/value

The paper addresses three important areas; it makes an effort to focus on tacit rather than explicit knowledge management, it takes steps to evaluate a tacit knowledge management initiative in terms of its tangible business value, and it pays attention to the influence of the individual in knowledge management processes, which are inherently driven by the individual.

Details

European Journal of Training and Development, vol. 36 no. 8
Type: Research Article
ISSN: 2046-9012

Keywords

Content available
Book part
Publication date: 22 August 2022

Abstract

Details

The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM
Type: Book
ISBN: 978-1-80071-780-0

Content available
Article
Publication date: 26 January 2010

480

Abstract

Details

Journal of European Industrial Training, vol. 34 no. 1
Type: Research Article
ISSN: 0309-0590

Content available
Article
Publication date: 9 November 2012

330

Abstract

Details

International Journal of Manpower, vol. 33 no. 8
Type: Research Article
ISSN: 0143-7720

Abstract

Details

The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM
Type: Book
ISBN: 978-1-80071-780-0

1 – 10 of 11