Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Qualitative Interviewing: The Art of Hearing Data

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Opinion Paper: "So what if ChatGPT wrote it?" Multidisciplinary perspectives on opportunities, challenges and implications of generative conversational AI for research, practice and policy

Responsible innovation ecosystems: Ethical implications of the application of the ecosystem concept to artificial intelligence

Ethical framework for Artificial Intelligence and Digital technologies

Purpose: Knowledge management (KM) is associated with higher performance and innovative culture; KM can help public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study explores the nature and causes of this inertia within the context of UAE public sector.

Methodology/approach: Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable knowledge management adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from
operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE government and case organisation documents.

Findings: The results show transformation leadership, external factors, and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in public sector. In addition, we develop a new model (relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and 4 external factors), and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have
implemented KM practices.

Originality/value: Inertia in public section is a result of bureaucracy and authority bounded by
the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external
organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which in turn has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive
national culture, strategy, and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in public sector), four propositions and a new two-stage process model for KM adoption in public sector. We present a case-comparison of how the constructs interact in
a public sector as compared to six private/quasi-private sector cases from literature

/pdf/how-to-counter-organisational-inertia-to-enable-knowledge-54gkbbwwrg.pdf

Rohit Madan

Papers

Ethical framework for Artificial Intelligence and Digital technologies

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations