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1 – 10 of 21Leili Tapak, Yadollah Hamidi and Zahra Toosi
Learning organization (LO) concept has received much attention in the last decades. The purpose of an LO is to proactively shape its future by fostering a culture of continuous…
Abstract
Purpose
Learning organization (LO) concept has received much attention in the last decades. The purpose of an LO is to proactively shape its future by fostering a culture of continuous learning among its members. This approach empowers the organization to adapt, evolve and innovate, aligning with the needs and aspirations of both internal and external stakeholders. As a result, the assessment of an organization’s LO level, whether strong or weak, becomes a matter of significance. This study aims to use Senge’s LO Questionnaire (SLOQ) in conjunction with latent profile analysis (LPA) to identify latent classes within the organization. This approach seeks to enhance the organization‘s learning potential and facilitate its evolution.
Design/methodology/approach
This research was a cross-sectional study conducted at Hamadan University of Medical Sciences, Iran. The statistical population consisted of 451 managers and employees across seven departments based at the university headquarters. The sample included 295 individuals, and data was collected using the SLOQ.
Findings
The LPA has shown an excellent accuracy (97%) in identifying SLOQ cut-off points (three classes of good, moderate and low). Most of the participants are considered as a moderate LO (55.9%), which implies the possibility of improving learning, especially enhancing “common vision” and “systemic thinking.” Also, individuals belonging to the high-class category were more likely to be male and hold associate degree than individuals in other categories.
Research limitations/implications
This study depends on self-report, and different perceptions of questions can cause percept bias. Another limitation is about the nature of this research, which is cross-sectional, which may bring back causality among variables. The other is only three demographic variables have been considered, and it is necessary to pay attention to other influential variables in future studies.
Originality/value
The originality of this study lies in its use of the SLOQ in combination with LPA to identify latent classes in an organization to improve learning potentials.
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The empirical results of the pivotal relationship between big data analytics capability (BDAC) and firm innovation remain inconclusive, necessitating a comprehensive understanding…
Abstract
Purpose
The empirical results of the pivotal relationship between big data analytics capability (BDAC) and firm innovation remain inconclusive, necessitating a comprehensive understanding of the mediator and moderator through which firms can realize the potential innovation benefits of BDAC. Invoking the indirect perspective of dynamic capability theory, we constructed a moderated mediation model in which organizational learning mediates the impact of BDAC on firm innovation; the mediation effect of organizational learning is contingent upon market orientation.
Design/methodology/approach
Our hypotheses were tested using hierarchical regression and bootstrapping methods with a sample of 227 large- and medium-sized manufacturing firms in China.
Findings
The results reveal that both exploratory and exploitative learning fully mediate the link between BDAC and firm innovation. The mediation effect of exploitative learning is positively contingent upon market orientation; however, market orientation does not positively moderate the mediation effect of exploratory learning.
Originality/value
Our moderated mediation model is one of the first to provide a fine-grained understanding of the process through which BDAC is transformed into firm innovation as well as the conditions under which this mediating mechanism may work effectively, thereby further elucidating the theoretical black box regarding the BDAC-firm innovation link and resolving existing debates in the literature regarding why BDAC does not always yield positive outcomes.
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This study aims to analyze the evolution and current state of talent management in learning organizations and the design of managerial curricula, highlighting the challenges and…
Abstract
Purpose
This study aims to analyze the evolution and current state of talent management in learning organizations and the design of managerial curricula, highlighting the challenges and opportunities in the context of a rapidly changing global business environment.
Design/methodology/approach
A narrative literature review was conducted, tracing the conceptual evolution of learning organizations. Seminal works emphasizing continuous learning and transformation were highlighted, and the progression of managerial education was analyzed, from its early focus on ethics and soft skills to its current emphasis on sustainability, digital literacy and experiential learning.
Findings
The research reveals challenges in balancing foundational knowledge with emerging competencies in curriculum design. Tensions are evident in maintaining relevance in rapidly changing, globally interconnected environments. Notable limitations include the trade-offs in innovation and the need to cater to diverse student demographics.
Originality/value
This review uniquely synthesizes developments at the intersection of curriculum innovation, organizational learning and curriculum design, offering valuable insights for institutions aiming to nurture talent for modern learning organizations.
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Renate Wesselink and Eugen Popa
The purpose of this paper is to explore the extent to which the concept of learning organization can support the embedding of responsible innovation (RI) in organizations.
Abstract
Purpose
The purpose of this paper is to explore the extent to which the concept of learning organization can support the embedding of responsible innovation (RI) in organizations.
Design/methodology/approach
Based on literature in the fields of corporate social responsibility, learning organizations and quadruple helix collaborations, the authors constructed the responsible learning organization (RLO) framework for RI. With the framework, the authors want to show that the RLO can enable RI within organizations.
Findings
Based on this framework, the distinction is made between, on the one hand, the learning processes inside the organization, which resemble reflexivity, and, on the other hand, the learning processes that take place with stakeholders outside the organization, which resemble the other three core processes of RI: anticipation, inclusion and responsiveness. Based on these insights, the authors argue that if an organization wants to do good on innovation, which is seen as the core of RI, organization’s core values should guide that.
Practical implications
Organizational core values should be developed by means of learning inside the organization. Therefore, the process of reflexivity should be stressed more, and employees should be empowered to take part in developing these values, which in return can guide the organization as a compass through all the uncertainty it will encounter during the learning outside the organization when interacting with stakeholders.
Originality/value
The RLO framework for RI shows what learning processes organizations should facilitate first and what content should be at stake during these learning processes to embed RI. Furthermore, the framework puts emphasis on reflexivity as a condition for responsiveness, inclusion and anticipation.
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The primary goal of the present chapter is to analyze and evaluate the importance and significance of human capital in fostering company resilience through the process of…
Abstract
The primary goal of the present chapter is to analyze and evaluate the importance and significance of human capital in fostering company resilience through the process of learning. In addition to the inherent interconnectedness between organizational resilience and learning organizations, there appears to be less understanding regarding the impact of learning organizations on organizational resilience. To present a succinct overview of the findings, a thorough analysis of empirical studies on organizational resilience and the notion of a learning organization was conducted. The outcomes of the research reveal a learning organization ensures its effective response to unexpected events, crises and challenging conditions. The implementation of ongoing learning initiatives fosters employee engagement and enhances the overall resilience of the organization. To enhance resilience, confront difficulties directly, endure and prosper, organizations must actively acquire knowledge and skills to adapt. Learning organizations cultivate a skilled workforce, which afterwards serves as a robust defence against unfavourable circumstances. The primary objective of this study is to investigate and provide answers to the following research inquiries by conducting an analysis of empirical research on learning organization and organizational resilience: (1) What are the fundamental themes identified in the literature on these concepts? (2) How are learning organization and organizational resilience interconnected? Firstly, defining the concept of resilient enterprises is crucial. Secondly, understanding the concept of learning organizations holds significant importance and the significance of fostering a learning organizational culture to enhance organizational resilience.
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Gouranga Patra, Sumona Datta and Indranil Bose
The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated…
Abstract
Purpose
The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.
Design/methodology/approach
Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.
Findings
Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.
Research limitations/implications
Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.
Practical implications
Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.
Originality/value
The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.
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The purpose of this paper is to propose a conceptual framework for practicing inclusive dialogic organization development (OD).
Abstract
Purpose
The purpose of this paper is to propose a conceptual framework for practicing inclusive dialogic organization development (OD).
Design/methodology/approach
This paper reviews and presents Robert Kegan’s theory and practice of deliberately developmental organization as an exemplary model for dialogic OD.
Findings
The paper suggests three conditions to make the constantly emerging organizational reality socially just, equitable and inclusive – whole self, psychological safety and leader vulnerability.
Originality/value
The originality of this paper lies in making explicit issues of power in dialogic OD literature and providing implications for human resource development on how to lead and develop organizations inclusively in times of uncertainty and complexity.
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This paper aims to present the case for critical realism (CR) as a framework in steering the anticipatory and participatory activities an appropriate analysis of complex problems…
Abstract
Purpose
This paper aims to present the case for critical realism (CR) as a framework in steering the anticipatory and participatory activities an appropriate analysis of complex problems, aiming toward a transformative change.
Design/methodology/approach
Through observation, interview and facilitation for Circular Design Lab and Thai Clean Air Network, this paper unpacks their foresight activities, their key findings and subsequently connects to the Morphogenesis analysis based on an alternative foresight epistemology of CR.
Findings
Foresight based on CR philosophy provides a deeper understanding of the complexity and invisibility of air pollution issues in Thailand. Acknowledging the transitive reality beyond this study’s perception, the activity design applies the iceberg models to investigate problem framing and illustrate the stratified reality in three domains: the empirical based on emission reports and legislative regulations; the actual based on patterns of farmers practice and industrial development, activated by causal mechanisms; the real based on structural and mental models, driven by cultural and belief systems in Thailand. At the bottom layer of the iceberg, the real lies the generative mechanisms of pre-existing structural and cultures that constrain Thai citizen from acting on social change.
Research limitations/implications
CR’s emancipatory theory provides an immanent critique towards social improvement by illustrating comprehensive causal explanations of complex problems such as air pollution; while morphogenesis theory elaborates on the unconscious domination of the existing social structures, agencies, and cultures. Thus, the ethical inquiry of CR research is committed to the emancipation of false beliefs and creating conditions for “human prosperity”. However, this non-neutral value commitment is debated in the futures studies field.
Practical implications
The anticipatory activities on air pollution in Thailand bring to light the reality of power and oppression beyond human perception and illustrate the connection to the belief systems and its consequential action or lack thereof in dealing with the issues. The insight to power relationship provides an unconventional way to empower citizens in creating transformative change.
Originality/value
Modern foresight practice has developed under western cultures and societies. Recent efforts are made to investigate the epistemology underlying this field, for the future issues are ever more complex and interrelated across multiple sectors. This requires this study’s consideration of the meaning of knowledge and knowing, influencing the research paradigm. This paper proposes CR as a suitable foresight approach to emancipate this study from the widely accepted epistemologies and examine this study’s presupposition about social reality by a philosophical explanation based on the elements of ontology, causation, structure and persons.
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Ayushi Srivastava, Agrata Pandey, Dheeraj Sharma and Koustab Ghosh
This paper integrates research on quiet quitting (a mindset where employees restrict their efforts to their job description) and organizational learning (OL) to illustrate how…
Abstract
Purpose
This paper integrates research on quiet quitting (a mindset where employees restrict their efforts to their job description) and organizational learning (OL) to illustrate how quiet quitting challenges the sub-processes of OL.
Design/methodology/approach
By integrating the existing literature on quiet quitting and OL, this paper identifies and maps the challenges of quiet quitting to the sub-processes of OL, namely, intuiting, interpreting, integrating, and institutionalizing within the 4I framework of Crossan et al. (1999).
Findings
This paper conceptually establishes that quiet quitting undermines employees’ cognitive efforts and weakens employees’ contribution to team discussions. Further, quiet quitting undermines suggestion sharing and creates a reluctance to share knowledge, undermining OL.
Practical implications
The paper provides actionable strategies for managers to tackle the challenges of quiet quitting on OL.
Originality/value
To the best of the authors' knowledge, this study is amongst the first to illustrate the challenges of quiet quitting on OL.
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In dynamic business environments, organizations must constantly adapt and learn. Nudging, a concept from behavioral economics, offers a novel approach to influence organizational…
Abstract
Purpose
In dynamic business environments, organizations must constantly adapt and learn. Nudging, a concept from behavioral economics, offers a novel approach to influence organizational behavior and learning. This article explores the integration of nudging within organizational learning, drawing from Thaler and Sunstein’s work and organizational learning theories. Also, To investigate nudging’s role in organizational learning and propose a practical nudging framework, while addressing ethical considerations.
Design/methodology/approach
The article combines theoretical insights from behavioral economics (Thaler and Sunstein; Kahneman) with organizational learning theories (Argyris and Schön). It discusses real-world nudging applications, like Google's health initiatives, and examines the ethical aspects of workplace nudging.
Findings
Nudging effectively influences organizational decisions and strategies by targeting rapid cognitive processes. It finds application in training, performance management, and decision-making, with a critical focus on ethical implications, especially regarding autonomy and non-manipulation.
Research limitations/implications
This study highlights the potential of behavioral economics in reshaping organizational learning, emphasizing the importance of ethical application in developing adaptive, learning-focused organizational cultures.
Originality/value
Nudging offers a promising method for enhancing organizational learning. Applied ethically, it can improve workforce engagement, performance, and adaptability. Future research should focus on nudging's long-term organizational impacts and ethical boundaries.
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