Showing papers in "Development and Learning in Organizations in 2008"

Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success

Abstract: ion of experience associated with a specific activity or task. We conceptualize codification in the alliance learning process in a similar manner. Codification involves creating and using knowledge objects or resources such as alliance guidelines, checklists, or manuals to assist action or decision making in future alliance situations. We also see it as being distinct from the aspect of articulation described earlier. Articulation primarily emphasizes externalizing the content residing within individuals. Codification, on the other hand, focuses on providing the content (know-what), the methodology (knowhow ), and even the rationale (know-why) for executing and managing various alliance-related tasks. Its ‘people-to-documents’ approach emphasizes ‘reuse economics,’ by which a firm reuses the alliance management knowledge that exists within the firm itself, or that resides with firms or people outside the firm (Hansen et al., 1999), to manage future alliances. Although the principal benefits of codification arise from the use of the codified alliance management manuals or tools, it also potentially provides more subtle benefits to managers in a firm. By involving themselves in the effort to codify alliance management knowledge, managers emerge with a crisper understanding of what works, or what does not work and why, in the context of managing certain tasks in alliances. Hence codification not only helps firms replicate and transfer alliance best practices, but also identify or select what those best practices are. In our fieldwork, we observed firms adopt several practices of codifying alliance management know-how. One company has created ‘35 rules of thumb’ for managing alliances. Another company has developed an in-house ‘power of partnerships’ program that provides its managers with detailed guidelines and frameworks for managing alliances. HewlettPackard has developed ‘40 decision-making templates’ to help managers understand and manage key activities at every stage of the life cycle of any alliances (Harbison and Pekar, 1998; Dyer et al., 2001). Eli Lilly, which is considered a ‘premier partner’ in the pharmaceutical industry, also has developed several such codified tools and templates to improve its managers’ partnering skills (Draulans et al., 2003). Overall, such codification is expected to enhance a firm’s decision making and actions in its alliances, and consequently lead to greater alliance success over time. Sharing of alliance know-how According to the knowledge-based view of the firm, the development of organizational skills to manage any particular task also rests upon a firm’s ability to share knowledge associated with managing or executing that task with all relevant parts within the organization (Grant, 1996). This is not only true for knowledge that is articulated and codified, but also for ‘tacit’ knowledge that is less amenable to easy articulation or codification (Winter, 1987). Knowledge sharing plays an important role in this regard. In the context of the alliance learning process, knowledge sharing involves exchanging and disseminating individually and organizationally held alliance management knowledge, which is both tacit and/or codified, through interpersonal interaction within the organization. ‘Communities of personal interaction’ are a central element of such knowledge sharing within firms (Seely Brown and Duguid, 1991; March, Sproull, and Tamuz, 1991). They provide a means for regularly and systematically sharing alliance management knowledge that has already been articulated or codified by the firm. More important, however, they provide a forum to share individually held tacit knowledge through direct person-to-person interaction between managers since tacit knowledge is more easily shared through dialogue between individuals than through knowledge objects (Hansen et al., 1999). Third, they also play a role in helping managers better conceptualize the alliance knowledge that is being shared or disseminated throughout the firm. Dialogue in the form of face-toface communication between managers provides them an opportunity to test their hypotheses and assumptions regarding best practices to carry out Copyright  2007 John Wiley & Sons, Ltd. Strat. Mgmt. J., 28: 981–1000 (2007)

What's happening in coaching and mentoring? And what is the difference between them?

Abstract: Purpose – The purpose of this paper is to provide a summary of the latest developments in the field of corporate coaching and mentoring.Design/methodology/approach – Provides a viewpoint on the coaching and mentoring field drawing on research from Europe and the US.Findings – Structured or supported coaching and mentoring within organisations is evolving rapidly and research is at last beginning to provide valuable insights into effective practices. Some strongly‐held assumptions are being challenged along the way. Greater definitional clarity, within specific contexts, contributes to efficacy. Increasing professionalisation with the coaching and mentoring sector is being helped by dialogue between the various bodies representing coaches and mentors and by the spread of supervision.Originality/value – The article provides a succinct overview of the current position of the corporate coaching and mentoring arena and offers insights into how the field will develop in the future.

Employee engagement in the UK: meeting the challenge in the public sector

Abstract: Purpose – The paper draws from the ORC Putting it in Perspective Report, which annually presents the findings of employee research projects from a vast benchmarking database. This provides an insight into the key factors that influence employee engagement, with comparisons across different sectors.Design/methodology/approach – The paper describes some of the key findings from the 2007 Putting it in Perspective Report and offers suggestions as to how employee engagement can be improved.Findings – The key finding of the paper is that while employee engagement is stable in the UK overall, organizational pride and satisfaction levels are markedly lower in public sector organizations. Similarly employee loyalty in this sector is low, highlighting that there is work to be done for managers within this sector. Furthermore, the report has shown that engagement takes a hit across all sectors during times of change.Practical implications – A well‐crafted employee engagement survey enables an understanding of curren...

Motivating language: a meaningful guide for leader communications

Abstract: Purpose – The paper aims to share research findings to date, explain the conceptual model, and discuss workplace implementation options.Design/methodology/approach – The paper presents concept applications for improved leader communication based on existing research and future potential.Findings – The paper finds that motivating language is significantly linked to improved organizational outcomes in performance, retention, attendance, innovation, and job satisfaction.Originality/value – Training and assessment in leader use of motivating language can have a substantial impact on key organizational outcomes.

Blended learning: pathways to effective project management

Abstract: Purpose – The paper aims to present a general overview of modern project management and the issues associated with identifying a rapid, effective and cost efficient solution to developing effective project managers. The piece discusses the advantages of taking a blended training approach as a method to support both knowledge delivery and skills attainment.Design/methodology/approach – The viewpoint is based on experience of working with over 4,000 clients – spanning industry sectors – in 16 countries across the globe.Findings – Practical experience is at a premium because of the complex nature of project management. Every project is made up of components – people, process and technology – which are all inter‐related and continually interacting with each other. Being able to control the complexity of this interaction, while navigating the project towards a successful outcome is the bedrock of successful project management. One of the most successful approaches to create effective project managers is blende...

Creative brainstorming and integrative thinking: skills for twenty‐first century managers

Abstract: Purpose – The purpose of this paper is to introduce examples and methods of incorporating creative brainstorming and integrative thinking skills into training programs.Design/methodology/approach – The paper discusses an innovative training program as a case study to demonstrate the application of creative brainstorming and thinking skills into the design of the program.Findings – Interdisciplinary thinking, engagement, flexibility, individual customization, collaboration and inspiration are critical to the development of creative and integrative thinking skills for managers.Practical implications – This paper invites trainers and practitioners to consider new perspectives and customized approaches to develop creative and inter‐disciplinary thinking skills for managers.Originality/value – This paper opens up new possibilities for innovation and customization in training programs to develop creative thinking skills.

Life as an entrepreneur: leadership and learning

Abstract: Purpose – The purpose of this paper is to provide experienced insights to help entrepreneurs to maximise organisational change and achieve long term business growth and success.Design/methodology/approach – This paper is based on personal experience ‐ as a mentor/coach for over 15 years ‐ working directly with entrepreneurs who are looking to make breakthroughs with their business or for themselves as individuals.Findings – Because so many businesses fail, the impact of the entrepreneur ‐ the business leader ‐ is critical. The transition from entrepreneurial control to business management is crucial and if not well handled can result in missed opportunities, failure or even sabotage.Originality/value – The paper will interest entrepreneurs and SMEs, but is also targeted at larger organisations which invest in organisational change. The paper emphasises the key link between leadership, personal development and business growth.

Unravelling learning within multinational corporations

Abstract: This article explores the impact of institutional variation on the extent to which subsidiary firms learn from multinational corporations Learning is conceptualized here as consisting of two aspects: knowledge flow and reinforcement of or change in routines to incorporate the behaviourist assumptions of learning into the international business field The research is based on in-depth case studies that systematically compare the ways in which parent company knowledge diffuses to Polish, Turkish, Italian and German subsidiary firms in the chemical industry The findings show that even though firms face the same global pressure to integrate and pursue the same international strategy, their learning outcomes are not the same There is heterogeneous learning as a result of differences in the institutional context of home countries Where institutional structures are not favourable to learning, the proactive or reactive orientation of actors to identifying future needs and modifying existing schemata - which highlight the importance of human agency - is significant in explaining learning

The ambivalent dynamics of loyalty in mentorship

Abstract: This investigation shows that mentorship loyalty is an ambivalent source of tension in the relationship Data from in-depth interviews show that the mentoring attachment that is rooted in a protective, devoted, affectionate side of loyalty can also compel conformity, suppress dissent, and curb professional growth The ambivalence stirred up by loyalty issues manifests itself in the nuts and bolts of ordinary interaction Consideration about what each party `does' for the other, what they are willing to give up or sacrifice for the other, and what each party comes to expect from the other in return evoke conflicts between strategic, emotional, and normative strivings Ritualized expressions of loyalty — involving material and emotional work — reflect the asymmetry in the mentor—protege authority relationship Implications for mentoring theory and practice are discussed

Genus of learning relationships: mentoring and coaching as communicative interaction

Abstract: Purpose – This essay aims to emphasize the genus of learning relationships as comprised by interaction among the partners. The genus of both mentoring and coaching is a learning relationship characterized by communicative interactionDesign/methodology/approach – Conventional mentoring and coaching prescriptions are compared in terms of their treatment communicative interaction. Currently popular distinctions between coaching and mentoring are based on formal and conventional beliefs about what each endeavor is supposed to do. Although assumed to be distinct, each is incompletely understood as a communicative enterprise, and inconsistent prescriptions abound in the popular literature. Four kinds of learning goals are identified, and these are aligned with four kinds of relationship characterized by the employment of different kinds of speech acts.Findings – The paper finds that coaching and mentoring are perhaps better examined by way of the learning relationships constructed by the communicative interacti...

Founders, leaders, and organizational life cycles: the choice is easy – learn or fail!

Abstract: Purpose – The purpose of this article is to provide executives and other organizational leaders with a six‐stage organizational life cycle and its components at each stage.Design/methodology/approach – This article uses the case study method to show the impact of the organizational life cycle on the founder of a nonprofit organization who over time lost the drive and desire to remain competitive.Findings – Founders and organizational leaders who fail to understand the consequences of not remaining vigilant will cause their organizations to suffer the consequences.Practical implications – Leaders will learn about the issues associated with an organization's life cycle, and will be shown strategies that can be implemented in order to deal with these issues.Originality/value – This article informs leaders about the importance of learning the steps in the organizational life cycle to help them avoid failure.

Mentoring in an increasingly global workplace: facing the realities and challenges

Abstract: Purpose – The purpose of the paper is to provide insight into some of the realities associated with mentoring in a business environment that is becoming increasingly global, with specific emphasis on challenges associated with communication.Design/methodology/approach – The paper takes an applied approach to covering some of the realities and major challenges related to communication when mentoring within the global environment.Findings – Mentoring continues to have value as a tool in enhancing organizational effectiveness. However, mentoring becomes more challenging in a global marketplace. Some of the most salient realities associated with global mentoring are examined.Originality/value – The insight and topics covered in the article should enhance organizations' efforts to mentor employees dispersed in a multinational structure.

Evaluating perceptions on effectiveness of e‐learning programs in Indian banks: identifying areas for improvement

Abstract: Purpose – The purpose of this study is to evaluate e‐learners' positive and negative perceptions of the key aspects of e‐learning and to identify areas that need improvement.Design/methodology/approach – The participants were 194 employees of public and private banks. Data were collected on the perception of employees about e‐learning. The responses were measured on a Likert scale of 1 to 5.Findings – Although e‐learning has not lived up to its promise in revolutionizing corporate training in India, there is little doubt that such a mode of learning will play as large a part in the future of human resource development in this part of the world as it has in the west.Originality/value – This study provides a useful discussion on the perceptions on effectiveness of e‐learning programs in Indian banks.

Executive coaching across cultural boundaries: an interesting challenge facing coaches today

Abstract: Purpose – The purpose of this paper is to outline the need for cultural sensitivity and knowledge when working as a coach with people from different cultural backgrounds.Design/methodology/approach – Provides an overview of Hofstede's descriptions of cultural dimensions and explores how an awareness of these can be useful to coaches in their work.Findings – Executive coaches working with managers from different countries need to be aware of the influence of local culture on the behaviour of the managers. The manager's culture will often be very different to the coach's and understanding these differences can help coaches work more effectively.Originality/value – The article provides an alternative perspective to the more widespread behaviourally‐based coaching approaches.

Extended scenario role-playing: cumulative learning for supply chain participants

Abstract: Purpose – The purpose of this paper is to introduce the concept of a staged cumulative learning mechanism as part of a role‐play model for the teaching of supply chain concepts.Design/methodology/approach – This paper presents the preliminary testing of an alternative model for the facilitation of supply chain learning within organizations. Following on from this, initial feedback is discussed before future stages of development are considered.Findings – Through the structured implementation of complex supply chain interactions, practitioners can provide effective training that leads to deeper understanding of the interactions and communication skills necessary to balance an organizations successful operation in a modern supply chain.Originality/value – The value of this paper is to invite the reader to consider the use of extended role‐playing as a mechanism to facilitate the development of cumulative learning outcomes which provide employees with a toolbox of understanding to better approach interaction...

Work and depression in economic organizations: the need for action

Abstract: Purpose – The purpose of this paper is to raise concerns about how depression in the work place is too often overlooked and to identify what needs to be done to benefit individuals and organizations affected.Design/methodology/approach – This paper defines the contexts, drivers and consequences of depression at work and goes on to identify some of the actions that need to be taken to support individuals and limit the impact on organizations and society.Findings – There is a need for much better identification and care around depressions at work than is the case. Not only should GPs be more aware of depression as a work related issue, but organizations should note that much of their dysfunctionality is caused by depressed workers. It is proposed that serious attention be given to providing systematic and universal support by both employers and the NHS to deal with this great personal and economic matter.Practical implications – The paper should lead to further action by all the players in this aspect of th...

Perceptions becoming reality: bridging the market knowledge gap

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.

Are “skills” all there is to learning in organizations? The case for a broader framework

Abstract: Purpose – The purpose of this paper is to provide an antidote to a narrow focus on skills and to show how learning for organizational development needs a broader framework.Design/methodology/approach – The article is based on work done in a variety of organizations as well as published sources.Findings – Governments and educational bodies too easily keep attention at the level of individual learning and also address only short‐term needs: organizations need to take a broader view.Practical implications – The article has real practical implications for leaders/managers and learning and development professionals. Organizations need to consider learning from a more holistic perspective and not just pay attention to short‐term skill needs.Originality/value – The article will be of value to managers and learning specialists as it raises important issues about the need to focus on this under‐explored problem.

Workplace diversity: developing a win‐win‐win strategy

Abstract: Purpose – The purpose if this paper is to alert readers that successful application of workforce diversity only happens with proper evaluation and in‐depth guidance: by treating diversity as an end onto itself and not merely as a means toward an end.Design/methodology/approach – This is a review paper, first commenting on common mistakes companies make in applying workforce diversity. It offers some attention points for implementing diversity in the right way, and reviews some implications for organizational learning strategies if they decide to take the here‐discussed approach to diversity.Findings – The paper finds that diversity as a topic earns more attention today than it has ever received before, and the reasons are easily understandable: global migration is increasing; the internet is enabling communication on a worldwide scale; and business leaders are continuously in search for less expensive resources and lower wages to pay. All these trends result in progressively diversified workforces locally...

A Gestalt perspective of coaching: a case for being more yourself

Abstract: Purpose – The purpose of this paper is to outline how a Gestalt approach to coaching which makes use of the paradoxical theory of change can lead to personal growth and development.Design/methodology/approach – Provides an overview of the key concepts of paradoxical coaching and a case study to illustrate the method.Findings – The application of the paradoxical theory of change accesses the personal change process of the coachee and leads to improved performance.Originality/value – The article provides an alternative perspective to the more widespread behaviorally‐based coaching approaches.

Thinking about thinking: learning at a different level

Abstract: Purpose – The purpose of this paper is to explore an under‐recognized issue in learning in organizations. Managers/leaders are exhorted to think effectively but little work seems to be done on how to think about the right things.Design/methodology/approach – This article is based on work done in a variety of organizations as well as published sources.Findings – Managers/leaders appear to have problems often in thinking about the right things. For instance organizations fail because leaders do not think strategically. However little useful material is available to assist leaders to think effectively.Practical implications – The article has real practical implications for leaders/managers and learning and development professionals, as it is unique in exposing a real problem that is glossed over in much management writing. The article suggests some directions for increasing the thinking capability of managers/leaders.Originality/value – The article will be of value to managers and learning specialists as it ...

Rethinking Master's degrees in business and management: a more diverse offering?

Abstract: Purpose – The paper aims to make a broad assessment of the proliferation of Master of business administration (MBA) degrees and to consider comparative value.Design/methodology/approach – There is brief description and analysis of what MBAs are and are intended for, with best and worst kinds of provision discussedFindings – The conclusion is that the whole concept of MBA needs to be rethought bearing in mind the wide variety of careers and ages of students.Originality/value – The conclusion is that there should be more specialist masters degrees for mature professionals and better consideration should be given to real career needs of younger students.

The Changing World of the Trainer - Emerging Good Practice

Abstract: Part 1 Introduction: 1. The central premise Part 2 The context: 2. The new economy 3. People and the business 4. Extending our leverage Part 3 Current practice: 5. Becoming learner centred 6. Some key processes 7. The training course in context 8. Support and challenge 9. Embracing technology 10. Delivering value Part 4 The broader picture: 11. The modern challenge: a summary 12. Culture and learning 13.The international dimension 14. Is China different? Endnote: What does it all mean?

The psychology of “managing mistakes”: some implications for coaches and managers

Abstract: Purpose – This paper has two main aims: first, to outline the importance of an understanding of psychological theories of learning for coaches and managers; and second, to delineate the practical implications of adopting either of the two psychological theories presented for coaches and managers.Design/methodology/approach – The main theoretical insights in this paper are derived from the work of the renowned philosopher, Sir Karl Popper, and especially his caricature of learners as active “searchlights” as opposed to passive “buckets” (Popper). The basic tenets of the “searchlight” and “bucket” theories are illustrated with the assistance of analogies from coaching football (soccer) and an argument is advanced in favor of adopting the former.Findings – Following from the adoption of the searchlight theory of learning, the paper argues that managers and coaches should work to create environments that foster and support learning. In such an environment, people are treated as creative problem solvers and er...

Post‐change analysis: learning from change

Abstract: Purpose – The purpose of this paper is to make a strong case for the importance of learning from each and every organizational attempt at change and improvement.Design/methodology/approach – The Paper presents research on organizational change.Findings – The research demonstrates that successful learning organizations take the time to conduct post‐change analyses so as to learn how to accelerate and better execute future change.Originality/value – The paper presents key issues for post‐change analysis, which are identified and discussed to provide the reader with a tool to assess the effectiveness of their change efforts. In addition, this paper discusses the importance of sharing the lessons of post‐change analyses with fellow organizational members to enhance overall organizational learning.

Complexity: an alternative paradigm for teamwork development

Abstract: Purpose – This paper aims to suggest an understanding of teamwork from a complexity perspective.Design/methodology/approach – Complexity principles of nonlinearity, emergence, holism, and engagement are applied to conventional teamwork practice.Findings – The complexity principles offer ways of thinking about teamwork that inspire a more genuine collaboration, especially for decision‐making teams who must be able to alter conventionally linear, cybernetic thinking patterns.Originality/value – Thinking in complexity terms is an unfamiliar but necessary practice for decision‐making teams, enabling team members to think and act in collaborative ways, see the big picture, resist managing deviations that seems like errors, and develop interpersonal relationships that do so.

Information systems development: where does knowledge lie and how does learning occur?

Abstract: Purpose – The purpose of this paper is to delineate a road map for development and learning in organizations using information systems as a key trigger.Design/methodology/approach – This is a conceptual paper using arguments from the information systems development (ISD) literature.Findings – The authors show that there are two knowledge sources, external and internal; and the interaction of these diverse knowledge sources is needed for the effective utilization of information systems as a development and learning tool in organizations.Originality/value – The authors recommend that organizations should seek to learn during ISD processes as well as learning from the project outcome.