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Article
Publication date: 10 July 2017

Siu Loon Hoe

The purpose of this paper is to propose a holistic set of thinking or cognitive skills for professionals, managers, and executives to stay relevant in a digital economy.

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778

Abstract

Purpose

The purpose of this paper is to propose a holistic set of thinking or cognitive skills for professionals, managers, and executives to stay relevant in a digital economy.

Design/methodology/approach

The viewpoint is based on more than 20 years of experience gained working with multinational companies and public sector organizations across various industries in Asia.

Findings

To stay relevant in a digital economy, there is a need to develop a holistic set of cognitive skills such as design thinking, process thinking, systems thinking, futures thinking, and creative thinking that complements technical and people skills.

Research limitations/implications

The paper provides senior human resources practitioners with suggestions on a holistic set of thinking skills that complements technical and people skills to help manage organizational capabilities and develop talents to stay relevant in a digital economy.

Practical implications

The paper provides senior human resources practitioners with suggestions on a holistic set of thinking skills that complements technical and people skills to help manage organizational capabilities and develop talents to stay relevant in a digital economy.

Originality/value

This paper contributes to the existing literature on human resource development by providing insights on a holistic set of thinking skills that are needed in a digital economy.

Details

Human Resource Management International Digest, vol. 25 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 4 September 2017

Siu Loon Hoe

The purpose of this paper is to highlight the importance of developing the “right” attitudes toward change.

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1490

Abstract

Purpose

The purpose of this paper is to highlight the importance of developing the “right” attitudes toward change.

Design/methodology/approach

The viewpoint is based on more than 20 years of experience gained and insights developed through consulting projects and training conducted for numerous multinational companies and public sector organizations across Asia. An overview of international and national competency frameworks that include change management from Australia, United Kingdom, and Singapore is also presented.

Findings

A competent change manager requires a combination of knowledge, skills, and attitude to effect change. While knowledge and skills have traditionally been emphasized, there is a need to develop the “right” attitude as well.

Research limitations

This article is based on the author's personal viewpoint which may be subjective.

Practical limitations

The paper provides researchers with an insight on the importance of attitudes as a key contributing factor to change management competency. For the practitioners, it provides another perspective for designing more effective education programs to train change managers with an emphasis on attitudes.

Originality/value

This paper contributes to the existing change management literature by providing insights on the importance of competency, in particular, the “right” attitude required of a change manager.

Details

Development and Learning in Organizations: An International Journal, vol. 31 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

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Article
Publication date: 14 November 2016

Siu Loon Hoe

The purpose of this paper is to identify the key characteristics and propose a working definition of a smart nation.

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2602

Abstract

Purpose

The purpose of this paper is to identify the key characteristics and propose a working definition of a smart nation.

Design/methodology/approach

A case study of Singapore through an analysis of the key speeches made by senior Singapore leaders, publicly available government documents and news reports since the launch of the smart nation initiative in December 2014 was carried out.

Findings

Just like smart cities, the idea of a smart nation is an evolving concept. However, there are some emerging characteristics that define a smart nation.

Research limitations/implications

The paper provides an initial understanding of the key characteristics and definition of a smart nation at the nascent stage and a foundation for further research on the topic.

Originality/value

This paper contributes to the existing smart cities and smart nation literature by providing insights to the key characteristics of smart nation and proposing a working definition of the term.

Details

Journal of Information, Communication and Ethics in Society, vol. 14 no. 4
Type: Research Article
ISSN: 1477-996X

Keywords

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Article
Publication date: 11 December 2019

Siu Loon Hoe

The purpose of this paper is to provide advice to organizations on how to become successful in the digital age. The paper revisits Peter Senge’s (1990) notion of the…

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1372

Abstract

Purpose

The purpose of this paper is to provide advice to organizations on how to become successful in the digital age. The paper revisits Peter Senge’s (1990) notion of the learning organization and discusses the relevance of systems thinking and the other four disciplines, namely, personal mastery, mental models, shared vision and team learning in the context of the current digitalization megatrend.

Design/methodology/approach

This paper is based on content analysis of essays from international organizations, strategy experts and management scholars, and insights gained from the author’s consulting experience. A comparative case study from the health and social sector is also included.

Findings

With the current digitalization megatrend sweeping across the globe, the practice of systems thinking would certainly become more crucial for organizations seeking to develop new digital ecosystems. In addition, the application of the other four disciplines of the learning organization would also help to nurture a digital culture for organizations to stay ahead of the competition.

Practical implications

Organizations and digitalization practitioners could benefit from applying systems thinking to develop digital ecosystems, and the other four disciples to nurture a digital culture.

Originality/value

This paper contributes to the existing literature by offering a relook and justifications on the relevance of the five disciplines, in particular systems thinking, in the present times. It offers advice to organizations on how to become successful as part of the digital transformation journey.

Details

The Learning Organization, vol. 27 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

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Article
Publication date: 1 March 2006

Siu Loon Hoe

The organizational behavior and knowledge management literature has devoted a lot attention on how structural knowledge processes enhance learning. There has been little…

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1346

Abstract

The organizational behavior and knowledge management literature has devoted a lot attention on how structural knowledge processes enhance learning. There has been little emphasis on the informal knowledge processes and the construct remains undefined. The purpose of this paper is to highlight the importance of informal knowledge processes, propose a definition for these processes and link them to the socialization and internalization processes suggested by Nonaka and Takeuchi in the SECI model. The paper offers a fresh perspective on how informal knowledge processes in organizations help to enhance the organization’s learning capability. It will enable scholars and managers to have a better understanding of how informal knowledge processes promote tacit knowledge.

Details

International Journal of Organization Theory & Behavior, vol. 9 no. 4
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 1 March 2010

Siu Loon Hoe and Steven McShane

The fields of organizational behavior (OB)/strategy and marketing have taken different paths over the past two decades to understanding organizational learning…

Abstract

The fields of organizational behavior (OB)/strategy and marketing have taken different paths over the past two decades to understanding organizational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing has taken a highly quantitative path. Although relying on essentially the same foundation theory, the two disciplines have had minimal crossfertilization. Furthermore, both fields tend to blur or usually ignore the distinction between structural and informal knowledge processes. The purpose of the paper is to highlight the distinction between informal and structural knowledge acquisition and dissemination processes and propose new definitions to differentiate them. Future research should bring together cross-disciplinary studies from OB/strategy and marketing to develop an organizational learning framework to test structural knowledge processes alongside informal knowledge processes.

Details

International Journal of Organization Theory & Behavior, vol. 13 no. 2
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 3 July 2007

Siu Loon Hoe

The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to…

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3911

Abstract

Purpose

The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to examine the effect of shared vision on organizational learning. The purpose of this paper is to highlight the importance of shared vision as a development tool to build an organizational learning capability.

Design/methodology/approach

The existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.

Practical implications

The paper offers a view on how leaders can use shared vision to develop organizational learning capability. Practicing managers would then be able to help promote organizational learning with the shared vision as a guide on what to learn from the internal and external environment.

Originality/value

This paper contributes to the existing organizational learning and leadership literature by introducing the idea of shared vision promoting organizational learning.

Details

Development and Learning in Organizations: An International Journal, vol. 21 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

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Article
Publication date: 26 April 2011

Siu Loon Hoe

In recent years, action learning has been widely adopted as a problem solving and leadership development tool. The purpose of the article is to reflect on key learning…

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1211

Abstract

Purpose

In recent years, action learning has been widely adopted as a problem solving and leadership development tool. The purpose of the article is to reflect on key learning points when initiating action learning sessions and provide tips on what to expect from such sessions.

Design/methodology/approach

Documentation of the author's initial first‐hand action learning coaching experience and sharing of lessons learnt in organizing and coaching action learning sessions.

Findings

The paper offers a view on how action learning practitioners can overcome initial coaching issues to run more effective sessions.

Originality/value

This article contributes to the existing action learning literature by providing a deeper understanding of key factors affecting action learning. These factors include team member selection, role of the coach, questioning techniques and desired outcomes.

Details

Development and Learning in Organizations: An International Journal, vol. 25 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

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Article
Publication date: 15 February 2008

Siu Loon Hoe

Organizations constantly strive to learn about new market trends and ideas to stay ahead of the game. However, with an increased demand of market knowledge, how does the…

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621

Abstract

Purpose

Organizations constantly strive to learn about new market trends and ideas to stay ahead of the game. However, with an increased demand of market knowledge, how does the organization motivate employees to constantly acquire and disseminate market knowledge? The purpose of this paper is to highlight the perceived importance of market knowledge in promoting continuous employee acquisition and dissemination of customer and competitor knowledge.

Design/methodology/approach

The perceived importance of market knowledge concept is highlighted and discussed.

Findings

The paper offers a view on how management could address the increased demand for market knowledge and how the development and learning team could provide further support to close this gap.

Originality/value

This paper contributes to the existing organizational learning literature by suggesting simple yet effective ways in which management emphasis of market knowledge can bridge the market knowledge gap and promote organizational learning.

Details

Development and Learning in Organizations: An International Journal, vol. 22 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

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Article
Publication date: 1 February 2003

SiuLoon Hoe

Downloads
2559

Abstract

Details

Leadership & Organization Development Journal, vol. 24 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

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