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Article
Publication date: 1 April 2005

William R. Allen, Paul Bacdayan, Kellyann Berube Kowalski and Mathew H. Roy

Recent misconduct and highly questionable behavior has fostered considerable distrust, cynicism, and antagonism among the populace toward the leadership of virtually all…

Abstract

Purpose

Recent misconduct and highly questionable behavior has fostered considerable distrust, cynicism, and antagonism among the populace toward the leadership of virtually all social institutions. This paper aims to examine the impact of ethics training on business students values.

Design/methodology/approach

Focuses on the central question whether exposure to ethical dilemmas and discussions in the classroom setting will lead to new paradigms of leadership incorporating instrumental values.

Findings

The results support the contention that senior level students were influenced in their perceptions of the importance of instrumental values in comparison to freshmen. As hypothesized no difference was found between men and women in both the importance and reinforcement of the instrumental values examined. The results do not support the contention that increased emphasis on ethics in textbooks and courses has had a significant impact.

Practical implications

Directions for future training are considered in light of the findings.

Originality/value

Points to the conclusion that current models of business education are not helping to reinforce instrumental values.

Details

Education + Training, vol. 47 no. 3
Type: Research Article
ISSN: 0040-0912

Keywords

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Book part
Publication date: 25 March 2010

Lee Sproull

This chapter comments on organizational learning research produced by scholars who studied or taught at Stanford University during the last third of the 20th century…

Abstract

This chapter comments on organizational learning research produced by scholars who studied or taught at Stanford University during the last third of the 20th century. Challenging classical learning models, Stanford scholars have demonstrated how cognitive and social processes attenuate connections between environmental action and the lessons learned from it. They have demonstrated how goals change over time as a partial function of prior performance and the importance of temporal processes in learning rates. They have shown how rules and routines encode only imperfectly lessons learned from organizational action. Their research has deepened and enriched our understanding of organizational learning.

Details

Stanford's Organization Theory Renaissance, 1970–2000
Type: Book
ISBN: 978-1-84950-930-5

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Article
Publication date: 1 February 1994

Eric Sandelands

This special issue of Personnel Review on “Quality and the Individual” is very different in style from the editor‐generated issues of this journal, but it has beendesigned…

Abstract

This special issue of Personnel Review on “Quality and the Individual” is very different in style from the editor‐generated issues of this journal, but it has been designed for a very particular purpose. In the rush towards the achievement of high levels of “quality” among organizations, however this is manifested, the effects on the individual have largely gone unnoticed. We are all aware of the high rates of failure among quality management initiatives, and what is becoming clear is that successful organizations are harnessing the talents of individuals, whatever their status, to the quality cause from its very early stages.

Details

Personnel Review, vol. 23 no. 2
Type: Research Article
ISSN: 0048-3486

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Book part
Publication date: 12 January 2021

Brian T. Pentland, Peng Liu, Waldemar Kremser and Thorvald Hærem

Using a routine dynamics perspective, the authors address a central question in a practice-driven institutional theory: where does change come from? In particular, the…

Abstract

Using a routine dynamics perspective, the authors address a central question in a practice-driven institutional theory: where does change come from? In particular, the authors focus on the possibility that small variations in routines can accumulate into big changes in institutions. The analysis is limited strictly to endogenous change. The authors use narrative networks to formalize and operationalize key concepts, such as variation and change. The authors reinterpret results from a published simulation model (Pentland, Liu, Kremser, & Hærem, 2020) that examined endogenous change in organizational routines. The simulation suggests that over a wide range of conditions, minor variations can lead to irreversible structural changes in routines. In the absence of exogenous shocks and institutional entrepreneurs, patterns of action that were previously possible can become impossible. The mechanism underlying these changes requires both accumulation and forgetting. Without forgetting, small variations may pile up (like dirty laundry), but they will not result in big changes.

Details

On Practice and Institution: New Empirical Directions
Type: Book
ISBN: 978-1-80043-416-5

Keywords

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Book part
Publication date: 24 October 2015

Amonrat Thoumrungroje

Owing to the inconclusive results of prior studies on the strategic change–firm performance relationship, this paper extends the marketing strategy literature by…

Abstract

Purpose

Owing to the inconclusive results of prior studies on the strategic change–firm performance relationship, this paper extends the marketing strategy literature by postulating an “inverted U-shaped” relationship and the moderating roles of “organizational learning” (OGL) and “strategic flexibility” (STF).

Methodology/approach

A self-administered survey was employed to collect data from different strategic business units of 550 firms operating in Thailand. The data collection yielded a response rate of 17.27%. Confirmatory factor analysis was used to validate the scales, and path analysis was employed to test the hypotheses in this study.

Findings

Although no significant curvilinear relationship was found, the directions of the path coefficients are consistent with the hypothesis. Both OGL and STF serve as significant moderators in the marketing strategic change (MSC)–business performance relationships. While STF strengthens the relationship, the generative OGL tends to weaken it.

Practical implications

Managers need to understand the type of learning that fits different types of strategic changes in order to enhance business performance. Generative OGL may seem harmful for changes that are less proactive. Furthermore, firms should incorporate flexibility in managing political, economic, and financial risks in their strategies by emphasizing investments and cost sharing, flexible human capital allocation, and spontaneous and impromptu actions.

Originality/value

This study extends international marketing strategy literature by empirically testing the hypotheses in an emerging Asian economy. The research proposes a nonlinear relationship between MSC and business performance as well as introduces the moderating roles of OGL and STF.

Details

International Marketing in the Fast Changing World
Type: Book
ISBN: 978-1-78560-233-7

Keywords

Abstract

Details

International Journal of Organizational Analysis, vol. 19 no. 3
Type: Research Article
ISSN: 1934-8835

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Book part
Publication date: 5 March 2019

Abstract

Details

Evolutionary Selection Processes
Type: Book
ISBN: 978-1-78769-685-3

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Article
Publication date: 17 July 2009

Gustavo Guzman

The purpose of this paper is to explain the key dimensions of practical knowledge. It is argued that practical knowledge and practice are two sides of the same phenomenon

Abstract

Purpose

The purpose of this paper is to explain the key dimensions of practical knowledge. It is argued that practical knowledge and practice are two sides of the same phenomenon and possess objective and subjective dimensions.

Design/methodology/approach

The development of this paper involved an in‐depth review of the workplace learning, cognitive education and practice‐based management literatures supported by Giddens and Habermas' insights on action.

Findings

The proposed framework complements practice‐oriented management research. While there is a significant body of literature dealing with workplace action‐learning approaches, still it is not clear what approach to use in what situation. The proposed framework might assist in this task since it recognises different configurations of practice and their associated PK.

Originality/value

This paper integrates parallel literatures from different theoretical backgrounds in order to explain the main dimensions of practical knowledge.

Details

Journal of Knowledge Management, vol. 13 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 1 June 2012

James M. Bloodgood

The purpose of this paper is to propose the organizational knowledge effects of organization routine breach response.

Abstract

Purpose

The purpose of this paper is to propose the organizational knowledge effects of organization routine breach response.

Design/methodology/approach

The paper reviews the routines and knowledge management literatures and applies them to the concept of organizational routine breach.

Findings

It is found that three types of organizational routine breach response affect the explicit and tacit knowledge contained within routines differently. These differences can influence organizational performance in positive and negative ways.

Research limitations/implications

Future research can be based on an enhanced understanding of the knowledge effects stemming from breaches in organizational routines.

Practical implications

Managers can use an enhanced understanding of the knowledge effects of organizational routine breach to increase their ability to manage organizational routines and the knowledge contained in them.

Originality/value

This paper links the organizational routines literature with the knowledge management literature to identify the effects of various responses to organization routine breach on organizational knowledge. This integration enables researchers and managers to better understand the implications of routine breach on organizational knowledge and performance.

Details

Business Process Management Journal, vol. 18 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

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Book part
Publication date: 17 July 2007

Richard Reeves-Ellington

Organizational studies of time tend to be done by academic researchers rather than practitioners. This chapter builds on academic research to provide a practitioner…

Abstract

Organizational studies of time tend to be done by academic researchers rather than practitioners. This chapter builds on academic research to provide a practitioner perspective by reviewing time situated in theory and constructing two phenotypes: timescapes of business and social time. These timescapes are defined by six dimensions, each with a social and business time parameter. Organizational business and social timescapes have different functions and applications. Timescapes, with their concomitant dimensions and sets of parameters, are used differently by senior managers, middle managers, and entry-level managers. Three multi-level approaches (self, dyadic, and social relationships), composition theory, and compilation theory confirm these three managerial timescape usages. After a review of the theoretical bases of the timescape constructs and a brief discussion of the grounded, anthropological, research methodology used in the study, this chapter applies timescape theory and models to an extended time case study of the Procter & Gamble Company that frames the company's timescape understanding and use from a practitioner's view.

Details

Multi-Level Issues in Organizations and Time
Type: Book
ISBN: 978-0-7623-1434-8

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