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Article
Publication date: 2 March 2020

Simon R. Reese and Yusuf Sidani

The purpose of this paper is to synthesize the learnings from prior interviews with thought leaders in learning organization conceptual development. Prior interviews with…

Abstract

Purpose

The purpose of this paper is to synthesize the learnings from prior interviews with thought leaders in learning organization conceptual development. Prior interviews with Karen Watkins, Victoria Marsick, Michael Marquardt, Bob Garratt and Peter Senge are included in the summary, which is an interim step as The Learning Organization continues to explore the learning organization history and evolution.

Design/methodology/approach

The paper summarizes prior interviews to uncover commonalities and differences in the development and evolution of the learning organization concepts as described by thought leaders.

Findings

Both commonalities and differences exist in definition, development of theory and resilience since original publication. Common threads in concept develop appear across the authors mainly in influences by Revans, Argyris and Schön. Differences also exist in how each author developed learning organization constructs.

Originality/value

The synthesis reveals that although the learning organization may have differing definitions, there are commonalities that tie some concepts together. Additional interviews will be continued in the exploration of the learning organization evolution.

Details

The Learning Organization, vol. 27 no. 2
Type: Research Article
ISSN: 0969-6474

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Abstract

Details

The Learning Organization, vol. 27 no. 2
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 28 February 2020

Simon R. Reese

In a world of never-ending change, leaders must elevate above the battlefield and retain alignment with strategic purpose. Linking strategic foresight attitudes and…

Abstract

Purpose

In a world of never-ending change, leaders must elevate above the battlefield and retain alignment with strategic purpose. Linking strategic foresight attitudes and activities aids leader to integrate the long and short-term. This article offers leaders elements of the US Army’s Operational Art model to easily apply when looking long and acting short-term.

Design/methodology/approach

Strategic foresight utilizes a scenario-based approach linked to the US Army’s Operational Art model to allow decision makers to both think more strategically and act upon the strategy day-to-day.

Findings

Strategic foresight creates both the shared vision throughout the organization and linkages to mental models that align actions. Linkage to the US Army’s Operational Art model creates an easy implementation framework.

Practical implications

For leaders overwhelmed with the day-to-day, linking strategic foresight attitudes and activities aids leader to integrate the long and short-term. The US Army Operational Art model provides an implementation method.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 36 no. 5
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 10 February 2020

Simon R. Reese

Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a…

Abstract

Purpose

Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a recognition program that promoted learning across the organization. The easy to follow steps provided herein can be replicated by leaders in any organization.

Design/methodology/approach

The case study provides a quick reflection of the steps taken by the organization to create a recognition program that linked behaviors, tactical actions and corporate strategy in a way that engaged all toward learning together.

Findings

With the new program, the organization not only improved employee engagement and alignment around four critical behaviors, the organization also witnessed employee alignment around strategic vision and revenue improvements.

Originality/value

Studies find that employee engagement is seriously lacking. Studies also find that employee engagement is beneficial to employee contribution and employee success. Recognition programs have been described as one method to improve engagement. This case study illustrates how an organization was able to implement such a program.

Details

Development and Learning in Organizations: An International Journal, vol. 34 no. 6
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 1 April 2014

Simon R. Reese

The purpose of this paper is to illustrate how a manufacturer improved the interaction within the channel to facilitate a system of learning between three subsequent…

Abstract

Purpose

The purpose of this paper is to illustrate how a manufacturer improved the interaction within the channel to facilitate a system of learning between three subsequent customer levels.

Design/methodology/approach

The paper provides an example of how a manufacturer designed steps to change the traditional interactions between the customer levels and place themselves in the middle of a knowledge-sharing environment.

Findings

To best ensure consistency in knowledge sharing across the multiple levels, the learning and development (L&D) practitioner should examine the interactions and identify the unique benefits to encourage all members to freely engage in the learning system.

Practical implications

Managing the learning system allows the manufacturer to manage knowledge sharing and reinforce a consistent message.

Originality/value

The paper offers the steps undertaken and the benefits resulting from the improved interactions. The example provides the L&D professionals areas into which they can expand traditional learning environments.

Details

Development and Learning in Organizations: An International Journal, vol. 28 no. 3
Type: Research Article
ISSN: 1477-7282

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Book part
Publication date: 11 July 2019

Thomas DeLeire

This study examines the effect of a Medicaid disenrollment on employment, sources of health insurance coverage, and health and health care utilization of childless adults…

Abstract

This study examines the effect of a Medicaid disenrollment on employment, sources of health insurance coverage, and health and health care utilization of childless adults using longitudinal data from the 2004 Panel of the Survey of Income and Program Participation. From July to September 2005, TennCare, the Tennessee Medicaid program, disenrolled approximately 170,000 adults following a change in eligibility rules. Following this eligibility change, the fraction of adults in Tennessee covered by Medicaid fell by over 5 percentage points while uninsured rates increased by almost 5 percentage points relative to adults in other Southern states. There is no evidence of an increase in employment rates in Tennessee following the disenrollment. Self-reported health and access to medical care worsened as hospitalization rates, doctor visits, and dentist visits all declined while the use of free or public clinics increased. The Tennessee experience suggests that undoing the expansion of Medicaid eligibility to adults that occurred under the Affordable Care Act likely would reduce health insurance coverage, reduce health care access, and worsen health but would not lead to increases in employment.

Details

Health and Labor Markets
Type: Book
ISBN: 978-1-78973-861-2

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Article
Publication date: 29 April 2020

Simon Reese

Abstract

Details

The Learning Organization, vol. 27 no. 4
Type: Research Article
ISSN: 0969-6474

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Book part
Publication date: 3 September 2015

Peter M. Rivera and Frank D. Fincham

Research on the intergenerational transmission of violence has been limited by reliance on variable-oriented methodology that does not capture heterogeneity that exists…

Abstract

Purpose

Research on the intergenerational transmission of violence has been limited by reliance on variable-oriented methodology that does not capture heterogeneity that exists within experiences of violent interpersonal conduct. The current study therefore examines the utility of a person-oriented statistical method in understanding patterns of maltreatment and intimate partner violence.

Approach

Guided by person-oriented theory, the current study utilizes latent class analysis, a person-oriented method used with cross-sectional data, to examine the heterogeneity within this transmission process in a sample of emerging adults (N = 150). This study also examined whether the classes identified differed on reported emotional reactivity and childhood family environment.

Findings

Three classes emerged from the latent class analysis, labeled full transmission, psychological transmission, and no transmission. Those comprising the full transmission subgroup reported the lowest levels of childhood family cohesion, accord, and closeness. The full transmission subgroup also reported significantly more emotional reactivity than the psychological transmission and no transmission subgroups.

Implications

To understand fully the etiology of intimate partner violence for maltreated offspring, a multidimensional view of violence is needed. The current study represents a step in this direction by demonstrating the utility of a person-oriented approach in understanding the IGT of violence.

Details

Violence and Crime in the Family: Patterns, Causes, and Consequences
Type: Book
ISBN: 978-1-78560-262-7

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Abstract

Details

Reflections and Extensions on Key Papers of the First Twenty-Five Years of Advances
Type: Book
ISBN: 978-1-78756-435-0

Content available
Article
Publication date: 9 July 2018

Simon Reese

The “Implication for practitioners” paper summarizes the articles within this issue of The Learning Organization in an easy-to-digest format for the practitioner audience…

Abstract

Purpose

The “Implication for practitioners” paper summarizes the articles within this issue of The Learning Organization in an easy-to-digest format for the practitioner audience. This paper aims to outline how in practice the structure and people and the interplay of both have an impact in creating a learning organization. Included in the paper is a summary of articles within this issue that outline different studies that can easily lead toward actions in practice.

Design/methodology/approach

The summary identifies specific elements from the articles within this issue that can applied in practice.

Findings

This issue of The Learning Organization is full of content to help practitioners think more deeply about assessing their organization and offers application of tools that can be easily applied in any organization.

Practical implications

The “Implication for practitioners” paper aims to outline areas where the articles can be further applied. The articles within this issue outline how structure and characteristics (or people) can provide a significant impact on developing a learning organization.

Originality/value

Readers can gain value in reading this summary, as it outline some of the many practical ideas outlined within the articles of this issue of The Learning Organization.

Details

The Learning Organization, vol. 25 no. 5
Type: Research Article
ISSN: 0969-6474

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