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Article
Publication date: 3 July 2017

Micah Gideon Modell

The purpose of this paper is to investigate how instructors approach the task of diagnosing collaborative learning group dysfunction when presented with an opportunity and a…

Abstract

Purpose

The purpose of this paper is to investigate how instructors approach the task of diagnosing collaborative learning group dysfunction when presented with an opportunity and a request to do so.

Design/methodology/approach

This mixed methods study asked instructors experienced in using group work to sequentially respond to weekly instalments of reflective journal entries representing a fictional member of a collaborative learning group working through a group project. A web-based instrument captured quantitative and qualitative data during the first phase where instructors worked on their own and in the second phase where participants used a think-aloud protocol while engaging in the same task. The data were analysed to understand their professional vision (what they notice and how they make sense of it as well as consistency across instructors) for collaborative group projects.

Findings

This study found that instructors were consistent neither in what they noticed nor in how they made sense of what they perceived. This resulted in a tendency not to label dysfunctional groups as such.

Social implications

If the instructors lack professional vision for group projects, the students are unlikely to learn to work in groups and the instructors will find it difficult to seek help and learn from one another.

Originality/value

This is an exploratory study because there was minimal extant research on the topic. Methods included the use of narrative fiction and a remote think-aloud protocol.

Details

Journal of Applied Research in Higher Education, vol. 9 no. 3
Type: Research Article
ISSN: 2050-7003

Keywords

Article
Publication date: 12 July 2022

John Paul Mynott and Stephanie Elizabeth Margaret O'Reilly

Lesson study (LS) is a collaborative form of action research. Collaboration is central to LS methodology, therefore exploring and expanding the understanding of the collaborative

Abstract

Purpose

Lesson study (LS) is a collaborative form of action research. Collaboration is central to LS methodology, therefore exploring and expanding the understanding of the collaborative features that occur in LS is a priority. This paper explores the features of collaboration in existing publications on LS to consider if, as Quaresma (2020) notes, collaboration is simplistically referred to within LS research.

Design/methodology/approach

Utilising a qualitative review of LS literature to explore LS collaboration through Mynott's (2019) outcome model and Huxham and Vangen's (2005) theory of collaborative advantage and inertia. 396 publications using “lesson study” and “collaboration” as key words were considered and reviewed, with 26 articles further analysed and coded, generating a collaborative feature matrix.

Findings

While collaboration in LS is referred to generically in the articles analysed, the authors found examples where collaboration is considered at a meta, meso and micro level (Lemon and Salmons, 2021), and a balance between collaborative advantage and inertia. However, only a small proportion of LS publications discuss collaboration in depth and, while the matrix will support future research, more focus needs to be given to how collaboration functions within LS.

Originality/value

Through answering Robutti et al.'s (2016) question about what can be learnt from the existing LS research studies on collaboration, this paper builds on Mynott's (2019) outcome model by providing a detailed matrix of collaborative features that can be found in LS work. This matrix has applications beyond the paper for use by facilitators, leaders of LS, and researchers to explore their LS collaborations through improved understanding of collaboration.

Details

International Journal for Lesson & Learning Studies, vol. 11 no. 3
Type: Research Article
ISSN: 2046-8253

Keywords

Book part
Publication date: 1 June 2018

Rajesh Singh and Lindsay Jankovitz

This chapter makes the case for imparting effective project management training and collaborative skills for information professionals. The authors identify the challenges of…

Abstract

Purpose

This chapter makes the case for imparting effective project management training and collaborative skills for information professionals. The authors identify the challenges of collaborative project work in online environments by reviewing the relevant project management literature within the library and information science (LIS) discipline and discussing the role of LIS schools in addressing project management and collaborative skills for information professionals.

Findings

The literature review revealed a significant lack of project management and collaborative skills among LIS professionals. However, most LIS schools are still falling short when it comes to offering project management courses on a regular basis. The authors examined the challenges of teamwork in online environments, identified project management strategies and approaches for successful teamwork, and proposed guidelines for strategic project management education for information professionals. It is recommended that information professionals should have the skills to prepare a team contract, develop a project schedule, create mechanisms for transparency and accountability, and use effective communication strategies through project management techniques.

Methodology/approach

In addition to reviewing the relevant literature on project management within LIS, and the challenges of teamwork in online environments, the authors analyzed the relevance of some collaborative concepts and frameworks that might be useful in managing collaborative projects. In particular, the implications of Tuckman’s (1965) team progression theory, lessons from Harvey’s (1988) Abilene paradox, and de Bono’s (1989) six thinking hats method were analyzed and discussed in managing collaborative projects.

Social implications

By obtaining effective project management and collaborative skills, LIS professionals will be able to better meet the demands of contemporary libraries and information organizations.

Details

Project Management in the Library Workplace
Type: Book
ISBN: 978-1-78754-837-4

Keywords

Book part
Publication date: 15 July 2019

Olivier Voyant, Frantz Datry, Amandine Savall, Véronique Zardet and Marc Bonnet

This chapter presents a case study involving a socio-economic Organizational Development (OD) project carried out in a European subsidiary of a large multinational corporation…

Abstract

This chapter presents a case study involving a socio-economic Organizational Development (OD) project carried out in a European subsidiary of a large multinational corporation traded on the New York Stock Exchange. This research case study, one of the 1,854 socio-economic interventions undertaken by the ISEOR research center, was chosen for its good illustration of the OD engineering process. It connects the dots between OD and financial performance, between immediate results and the creation of potential. We look at some of the tools and methods, such as overhauling loss and profit accounts and balance sheets with an eye on socio-economic balance, to illustrate socioeconomic tools at work and how they help enhance compatibility between the objectives of all stakeholders, including shareholders. With this case study, we also set out to provide food for thought on the contribution of socio-economic OD to the construction of socially responsible capitalism (Savall et al., 2015).

Article
Publication date: 31 July 2018

Pierre El Haddad, Marc Bonnet and Patrick Tabchoury

The purpose of this paper is to address the issues raised by hidden conflicts in a charismatic-led organization. The paper investigates the transformation from a management…

1204

Abstract

Purpose

The purpose of this paper is to address the issues raised by hidden conflicts in a charismatic-led organization. The paper investigates the transformation from a management paradigm of quelling conflict artificially through charismatic leadership to a paradigm of negotiation that favors participation, systematicity, the multiplying of innovation sources and synchronization. The research is based on a specific approach to action research aimed at revealing the inherently masked conflictive energy, and contributing to a more sustainable, peaceful and well-performing construct.

Design/methodology/approach

The framework is a specific approach to participatory action research that the authors call socio-economic intervention research.

Findings

The results of the research support the proposition that while charismatic leadership quells conflict and jeopardizes the sustainability of the organization, socio-economic intervention research can help transform conflicts into cooperation in this type of organization.

Originality/value

The main contributions relate to shedding light on the hazards of denying conflict in charismatic-led organizations, and the importance of systemic negotiation in transforming conflict into cooperation in the Middle Eastern cultural context.

Article
Publication date: 1 June 2000

Jim Grieves

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD…

19787

Abstract

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.

Details

Journal of Management Development, vol. 19 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 26 November 2021

Iben Duvald

Health-care systems currently face great challenges, including an increasing elderly population. To respond to this problem, a hospital emergency department, three municipalities…

Abstract

Health-care systems currently face great challenges, including an increasing elderly population. To respond to this problem, a hospital emergency department, three municipalities, and self-employed general practitioners in Denmark decided to collaborate with the aim of reorganizing treatment of elderly acute ill patients. By establishing a small-scale collaborative community and through an action research process, we show, how to jointly explore and develop a new organization design for in-home hospital treatment that enables the health professionals to collaborate in new ways, and at the same time to investigate and improve this cocreation process and codesign of knowledge among multiple different stakeholders.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-80262-173-0

Keywords

Book part
Publication date: 10 August 2018

Mark Addleson

Working to improve organizations is the mainstay of organization development (OD) practice and includes figuring out the sources of workplace disruptions and dysfunctions. Casting…

Abstract

Working to improve organizations is the mainstay of organization development (OD) practice and includes figuring out the sources of workplace disruptions and dysfunctions. Casting aside the focus of most change-management initiatives, the organization, organizing intelligence (OQ) relies on paying attention to what people actually do, making meaning of complex, messy human-social organizing activities, in the interests of fostering productive workplaces. Resting on dialog with and among participants “feeling their way” as they organize their work, OQ is an exercise in synthesis rather than analysis. A holistic understanding of organizing activities is helped by exploring the roles of a triad of closely interwoven factors – organizing structures, work-practices, and relationships – in how people get things done, while understanding how these are interconnected. This chapter examines why the capacity for OQ matters, why and how OQ differs from widely practiced, technically framed, organizational analysis, and what distinguishes people with OQ from those with a more conventional interest in organizational change. A case study of the Dutch home-nursing organization, Buurtzorg, illustrates OQ in practice. With small groups of nurses who self-organize, this is a structure that changes both the way people work and their relationships, to the benefit of nurses and the quality of life and care of their patients, while reducing costs; clearly an example of a more productive workplace.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78756-351-3

Keywords

Article
Publication date: 9 September 2013

Chokri Zanzouri and Jean-Charles Francois

This paper aims to analyze the mechanisms of knowledge capitalization, sharing and creation through the information systems between actors of a collaborative R&D project within a…

Abstract

Purpose

This paper aims to analyze the mechanisms of knowledge capitalization, sharing and creation through the information systems between actors of a collaborative R&D project within a cluster.

Design/methodology/approach

Qualitative approach based on case study mobilizing the following research tools: semi-structured interviews, documentary study and direct observation.

Findings

Better understanding of the dynamics of knowledge capitalization, sharing and creation in firms via the R&D projects within clusters.

Practical implications

The case study may help companies to better manage its R&D projects through an optimization of KM practices. This can increase their innovative capacity through improved understanding of factors that can stimulate or inhibit knowledge capitalization, sharing and creation.

Originality/value

The theoretical framework, especially the SECI model and the KBV approach seems to be useful to improve the understanding of KM practices in the context of collaborative R&D projects. This understanding may allow developments at the companies' ability to innovate through knowledge creation.

Details

Business Process Management Journal, vol. 19 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 11 July 2013

Blanca Martins and Francesc Solé

The purpose of this paper is to contribute to the understanding of small to medium‐sized enterprise (SME) clustering processes initiated from the bottom up. In particular, this

1391

Abstract

Purpose

The purpose of this paper is to contribute to the understanding of small to medium‐sized enterprise (SME) clustering processes initiated from the bottom up. In particular, this paper seeks to tackle the major setbacks encountered by a group of Spanish SMEs with long tradition in the chemical sector on their way to setting up a cluster.

Design/methodology/approach

The authors propose a collaborative action research approach. The fact that the study was carried out within the framework of the EU‐FP7 CADIC project made this approach particularly suitable. The intervention strategies along the cluster development cycle are especially focused.

Findings

Collective and distributed leadership, collaborative culture, communication, dynamic relational capabilities, and a shared vision or purpose are all necessary and critical, though not sufficient elements, for the success of SME bottom‐up clusters. The timeframe of the strategic interventions and the roles of the partners are equally fundamental.

Practical implications

The practical implications are to enhance SMEs' clusters management capacity and collaboration readiness; to promote more business‐grounded and effective cluster policies; and to contribute to enlighten the discussions about the opportunity/appropriateness of cluster evaluation frameworks/policies addressed to enact collaboration, when the focus is the SME.

Originality/value

This study suggests that misalignments in the triad roles‐purpose‐culture among the cluster partners could bring about dysfunctions and lead the cluster to a prolonged “projectism” and early degeneration. Particularly, it highlights the fundamental role of the “roles” displayed in the cluster in achieving success. These roles are dynamic and emergent mechanisms of adaptation of the cluster to the internal and external environmental changes.

Details

Journal of Knowledge Management, vol. 17 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

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