Showing papers in "Development and Learning in Organizations in 2019"

Knowledge hiding in organizations: everything that managers need to know

Abstract: Though there have been umpteen discussions on knowledge sharing in organizations, there is a dearth of discussion on knowledge hiding acts, especially in learning organizations. The purpose of this paper is to introduce this novel construct “knowledge hiding” and to highlight its relevant aspects crucial to organizations.,The paper reviews published articles on knowledge hiding and proposes four broad categories to distinguish the causes of knowledge hiding. This paper further suggests substantial measures that managers need to emphasize for dealing with the dimensions that influence knowledge hiding acts, to alleviate or mitigate the causes behind knowledge hiding acts at the workplace.,This paper identifies the causes of knowledge hiding behaviors and segregates these causes under four broad categories, i.e. person-related, job-related, coworkers-related, and organization-related causes.,This paper provides valuable information on knowledge hiding acts in the workplace to the practitioners in a simplified structure, along with some practical remedies to manage such acts.

Micro-credentials: the potential of personalized professional development

Abstract: The purpose of this article is to introduce micro-credentials as an innovative, personalized professional development modality. With traditional time bound professional development (PD) offering largely whole group instruction with little feedback or a focus on skill mastery, micro-credentials have the ability to develop educator skills, provide relevant content, encourage flexibility, and measure earner mastery. Although relatively new, state leaders and administrators are exploring the use of micro-credentials to improve educator practice at the individual level. Such efforts encourage systems change aligned with new technologies and advancements.,This article is designed to review the impetus for the use of micro-credentials in education and the potential this personalized professional development has to change and improve traditional support of educators' professional growth and skill development. We structured the article to first introduce the possibilities micro-credentials (MCs) have in initiating systems change in education. We then define MCs and explore their use in state policy. Additionally, we present the benefits MCs offer and how an individual would select and complete one. To conclude, we connect all elements in the article and emphasize the need for further research and analysis.,Findings from our review indicate that 9 states are currently exploring the use of micro-credentials in their state ESSA plans. We recognize that there are several benefits of micro-credentials that make them appealing to state leaders and administrators. These include personalization, competency, flexibility, cost efficiency, and collaboration. It is noted that a large number of organizations are offering micro-credentials and it is most often the responsibility of educators to determine which micro-credentials meet their needs and may be utilized for continuing education credit. Steps in earning micro-credentials are similar across platforms, though content, assessment expectations, and depth vary widely.,Rapid strides in technology have created change and advancements to societal norms, required workforce skillsets, and personalization. As a result, leaders in education are exploring new and innovative ways to provide professional development to educators. This article will introduce the concept of micro-credentials and explore their focus on personalization, competency-based learning, flexibility and skill development. Individuals interested in shifting the delivery and methodology of traditional PD will be intrigued by the potential micro-credentials offer and the work that is currently being done to explore this PD option.

Employee engagement for millennials: considering technology as an enabler

Abstract: The paper aims to highlight the challenges of engaging millennial workforce and proposing strategies to address this challenge.,It is a viewpoint paper that reflects the opinions of human resource (HR) practitioners across industries in India. The views were gathered through telephone and face-to-face interaction with the practitioners.,Harnessing technology appropriately can help managers gain overall engagement of millennial workforce in the organization.,HR practitioners can manage their millennial workforce better if they understand their characteristics and expectations.,The originality of this paper is that it identifies technology as a hindrance as well as an advantage to engage millennials. It suggests how technology can be harnessed to keep millennials engaged in the workplace.

The impact of leadership styles on knowledge-sharing behavior: a review of literature

Abstract: This study aims to summarize the extant literature investigating the impact of leadership styles on the knowledge-sharing behavior of followers in the organizational context.,A thorough review of the literature was conducted. Empirical, as well as conceptual, studies examining the relationship between leadership styles and follower knowledge-sharing behavior were reviewed.,Based on the findings of the studies reviewed, a theoretical framework is presented. The framework lists various leadership styles that have been found to significantly affect desirable individual- and team-level outcomes through a host of underlying mechanisms and subsequent knowledge sharing by the subordinates.,The theoretical framework proposed in this study holds direct relevance for practicing managers. It provides a range of leadership styles that managers may choose from and practice to successfully elicit knowledge sharing among their subordinates.,Considering the vast array of studies exploring the role of leadership in predicting followers’ knowledge-sharing behavior, the present study contributes by summarizing the scattered literature on the same. The framework is of immediate value to executives and saves hours of reading time by presenting the most relevant information in a condensed and easy-to-digest format.

Artificial intelligence-based training learning from application

Abstract: This paper aims to discuss the rationale, theoretical foundation, application, and future of artificial intelligence (AI)-based training.,A review of relevant research papers, articles and case studies is done to highlight developments in research and practice.,AI-based training systems are smart, intelligent and expert in handling queries. These systems can curate content, grade, evaluate, and provide feedback to trainee, thus making learning adaptive and contextual.,Application of AI is vital in the field of training, as it helps personalization and customization of training programs to increase the effectiveness of training.,Executives and researchers can save time by reading relevant information on the linkage, and its contribution to AI is discussed and summarized in an easy to read format.

Strategic talent management: creating strategic value by placing top talents in key positions

Abstract: This paper aims to argue that traditional talent management practices cannot lead to organizational excellence.,On the basis of their extensive HR-experience, the authors analyze common talent management practices and demonstrate the need for a different approach.,Strategic talent management should align and mutually reinforce business development and personal development to enhance strategic success.,Increasing dynamics and agility in business require HR-professionals to really master strategic thinking and practices and develop themselves as true participants in strategy development.,Talent managers should start thinking in terms of strategic capabilities for the organization.,Strategic talent management starts with the where and what of the work that has to be done and only then looks at who.,The paper introduces the new concept of A-positions where top talents and strategic organizational capabilities can reinforce each other.

Self-efficacy: core of employee success

Abstract: This viewpoint demonstrates the importance and significance of individual self-efficacy beliefs and perceptions with regard to performance and in relation to self-regulated learning. The concept of self-efficacy has been widely researched and reported mainly in academic journals. This viewpoint aims to clearly explain the concept and its formation, give some details of its relationship with performance and persistence in effort, and present some specific advice for managers and supervisors pertaining to guiding and assisting employees.,This paper is built upon the following: a thorough review of the literature regarding the topic of self-efficacy, the practical experience of the authors in mentoring and supervising employees, and a desire to offer specific, helpful advice to managers/supervisors in enhancing and stimulating employee self-efficacy and personal learning.,The body of research across several domains, such as business, education (mostly pre-college), psychology, and athletics, clearly reveals that personal self-efficacy beliefs/perceptions can be highly motivational with regard to performance and improvement in learning tactics and strategies. This study finds that little attention has been given to advising managers/supervisors in assisting employees to enhance personal self-efficacy, hence the effort to provide direct advice.,There have been a few attempts to link self-efficacy with self-regulated learning. Both concepts are valuable when it comes to individual effectiveness in performance and in one’s personal growth; and this study highlights the coordination between the two. Originality and value are represented in the advice offered for managers/supervisors using the ordered, process steps of self-regulated learning as an organizing basis.

Lean as a learning system: What do organizations need to do to get the transformational benefits from Toyota’s method?

Abstract: The creators of the “lean” approach share their extensive experience, highlighting how organizations can reap the benefits of Toyota’s approach.,Based on the authors expertise and 30 plus years of experience developing and implementing the “lean” approach.,A shift is required in leaders, away from a chain of command to a chain of help. Type IV learning is required where everyone, including the “leaders”, explores, learns, and figures out, experientially, one change at a time.,The paper provides a succinct summary of the need for a mind-set shift in leaders if they are to create a truly lean culture in their organization. They call for leaders to start a cognitive revolution, rather than look to “bolt on” lean to existing organizational practices.

Reframing organizations through leadership communications: the four-frames of leadership viewed through motivating language

Abstract: The purpose of this paper is to integrate the Bolman and Deal’s (2017) Four Frames of Reframing Organizations with the Mayfield and Mayfield (2018) Motivating Language Theory so that those who lead organizations can better do so and those who guide the improvement and development of organizations can better prepare organizational managers/leaders.,Through the fusion of the Four-Frames Assumptions and Motivating Language Categorical Forms into one integration table, linkages and connections between the two frameworks are identified.,The findings of this work provide a “voice” to the Four Frames of Reframing Organizations and extend the field Motivating Language Theory as the medium of leader praxis.,The implications for researchers are new opportunities for research and teaching.,The implications for those in the field are new opportunities for leader development and training leading to improved outcomes for employees and organizations.,This is the first integration of the Four-Frames and Motivating Language Theory extending and enriching both fields.

Employee turnover: features and perspectives

Abstract: This viewpoint provides the individual manager or supervisor with foundational information in order to better grasp the critical aspects of employee interest in leaving or staying on the job, and some suggestions for influencing talented employees to stay with the organization.,Design involves two distinct features. First, a comprehensive review of empirical research on the topics of turnover and turnover intention helps to identify and then summarize the most agreed-upon characteristics that define employee turnover. Second, relying upon published reports and empirical research the intention is to identify those interventions a manager or supervisor may undertake to counter turnover among valued employees.,The reviews undertaken led to several motivators or stimuli that encouraged an employee to leave or stay with an organization. It was discovered that turnover is much more complex than matters relating to job satisfaction, compensation, or an undesirable boss. The various motivators for leaving or staying present several opportunities for managerial intervention aimed at retaining talented employees.,The value of this viewpoint is the concise presentation of the critical aspects of a work environment that influence an employee to stay or leave an organization. These aspects are expressed such that a manager or supervisor is guided about actions to take to enhance the retention of desirable employees.

Organizational readiness for change: an inherent concern for Indian small and medium enterprises (SMEs)

Abstract: Purpose This paper aims to discuss various determinants of organizational readiness to change for India small and medium enterprises (SMEs) and proposes a framework to strengthen the employees’ readiness to change which is integral to organizational readiness for change (ORC). Design/methodology/approach This paper is based upon the subjective viewpoint of the author. Findings The paper brings forward the opportunities and challenges of Indian SMEs with a suggestive framework on employee readiness for change (ERC). Practical implications The paper will help SMEs consider a framework to assess ERC before implementing a change. Originality/value The exists no framework for Indian SMEs to look-up as a benchmark to assess their ORC and ERC. Hence the paper will contribute to the literature and will be a handy reference for SMEs.

Leveraging augmented reality for training transfer: a case of healthcare service providers in ophthalmology

Abstract: Purpose: The purpose of this case study is to highlight the efficacy of Augmented Reality (AR) as an effective tool to facilitate training transfer of behavioral skills and knowledge imparted during the training program, back on the job. Design/methodology/approach: Insights were gathered through qualitative assessments in the form of post-training depth interviews with participants, with the objective of investigating the success of AR as an effective training transfer tool.

Influence of digital learning orientation and readiness for change on innovative work behaviour: reflections from the higher education sector

Abstract: The paper aims to examine the influence of students’ digital learning orientation on their readiness for change and innovative work behaviour. Elaborations are made on how these concepts can be utilized for strengthening the teaching-learning process in higher education institutions, and help them gain more cutting-edge competencies in areas of learning delivery and learning engagement.,The respondents for this descriptive study were drawn through random sampling, from an end-semester student group, who had taken up post-graduate courses in science and technology streams of a prominent science and technology university. Data was collected by administering self-reporting questionnaires.,The study revealed that higher digital learning orientation is associated with improved attitude towards change and higher innovative behaviour. With conflicting results in exiting literature, regarding the influence of digital learning orientation on learning outcomes, this study adds to the body of knowledge by testing previously unexplored propositions in a student sample.,This study is pioneering in conceptualizing and testing the proposed model. The paper emphasizes the role of digital learning orientation, especially in the context of today’s students being referred to as ‘digital natives’. It is thus imperative to understand how the same can be translated into learning outcomes. The results of the study highlights the need for augmenting the role of digital orientation in the teaching-learning process, so as to transform educational institutions sustainable in producing graduates with readiness for change and innovative work behaviour, in the context of an emergent digital economy.

Does organizational virtuousness and psychological capital impact employee performance: evidence from the banking sector

Abstract: Positive psychology views organizational virtuousness (OV) and psychological capital (PsyCap) as significant external and internal variables. From a research perspective, both OV and PsyCap have indicated a positive relationship with employee performance. However, the underlying mechanism of the causal relationship needs to be explored.,The study employed a cross-sectional design. The sample was collected through snowball technique from (n = 122) Indian bank employees from the public (51 per cent) and private sector (49 per cent).,OV and PsyCap reveal a positive effect on self and supervisor-rated performance of the Indian bankers. OV predicts PsyCap. Overall, OV and PsyCap impacts supervisor-rated performance.,Our study demonstrates that organizations can develop employee OV to enhance their PsyCap. It is essential to improve their perceptions of OV. Moreover, this relationship also empowers employee performance, thereby emphasizing the importance of OV among employees, managers and organizations. Study findings seem robust, but other researchers should extend this work into other sectors and with larger sample sizes.,Our study is the first to explore the relationships between OV and PsyCap. Also, it assesses the variable’s impact on self and supervisor rated performance. The results of our study provide insights into banking employees' performance that managers can use in their daily operations.

How VUCA is changing the learning landscape – and how curiosity can help

Abstract: Purpose This paper aims to describe four ways learning professionals can harness curiosity to navigate learning environments marked by volatility, uncertainty, complexity, and ambiguity (VUCA). Design/methodology/approach A review of theory and research on curiosity, VUCA, and learning and development challenges was conducted. Findings When applied to talent development, the attributes of curiosity (inquisitiveness, openness, creativity, and disruption tolerance) can help learning professionals innovate their offerings. Practical implications Organizational development and learning professionals are encouraged to implement measures for harnessing the power of curiosity within their processes to optimize their organizations’ learning programs. Originality/value VUCA has placed significant pressures on learning professionals to continually evolve employee development offerings to keep pace with dynamic organizational skill needs. Curiosity is presented as a plausible mechanism for enabling learning professionals to more successfully navigate these pressures.

A new educational paradigm for the 21st century

Abstract: This paper calls for a New Educational Paradigm in which young people are supported through an educational process that assists them to take charge of their own learning. A process in which they choose what they want to learn and how rather than the current system that requires them to regurgitate facts in order to pass tests/exams.,A viewpoint based on the author's experience of running the Self Managed Learning College in the UK for the past 20 years and his forthcoming book detailing the research evidence that highlights the need for change.,Businesses complain that the education system does not currently equip young people with the skills they need to thrive in the ever-changing world of work. The system needs to change and business leaders need to get involved. The College is one example of many around the world where people are deciding to get away from the rigidities, inappropriateness and waste of the current system.,The College is a unique environment which has been successfully operating for 20 years. The operating processes of the College match the outcomes needed in the working world and wider society. It provides an exemplar of how to help young people take responsibility for their own learning in order for them to lead a good life in the future.

Organizational culture: does it influence the way a company deals with CSR?

Abstract: This paper aims to show how managers model culture for employees to promote corporate social responsibility (CSR) practices.,The proposal begins by highlighting the importance of culture for CSR implementation and then explains the impact of culture on employees.,Currently, many companies carry out activities under the CSR umbrella, but they may do so without considering whether their company’s context is ideal for such initiatives. They may also not consider the types of employees composing the workforce or their disposition toward CSR. In these circumstances, organizations may miss out on the added value of CSR practices.,The important influence of CSR practices on employees’ attitudes and behaviors at work requires organizations to implement these types of actions. Therefore, the contextual factors that are most likely to aid in developing and maintaining these practices must be acknowledged. This paper seeks to offer a new perspective to managers and human resource managers regarding the implementation of CSR activities.

Overcoming today’s digital talent gap in organizations worldwide

Abstract: This paper aims to determine why organizations struggle in implementing digital transformation to obtain a faster return on investment and how human resource management can help organizations overcome this challenge.,To examine recent research and opinions of industry experts on digital transformation by organizations and the major challenges they face, this study applies an inductive qualitative research approach and uses a descriptive statistics method to analyze the responses.,This paper reveals the various challenges organizations face today in implementing digital transformation because of gaps in digital talent in the current workforce.,This paper provides recommendations to HR practitioners and leadership teams in organizations on how to narrow the gap in current digital talent to successfully implement digital transformation and increase productivity.,This study highlights the need for the current workforce to acquire the necessary digital talent sought by organizations and how improving their digital capabilities can improve their productivity in today’s digital scenario.,This study focuses on current problems organizations worldwide face in implementing digital transformation. The digital talent gap is increasing daily with the development of new AI, Big Data and other digital technologies. Hence, it is important for human resource departments and leaders to quickly address and resolve digital talent gaps to realize the advantages of digital transformation and a return on their heavy investment.

Cultivating voice through hands, heart, and spirit: motivating language’s role in gaining feedback

Abstract: This manuscript presents guidelines for how managers can use communication (motivating language) to increase the feedback they receive from their followers.,These guidelines were developed from careful analysis of leader motivating language and follower voice literature.,Analysis results lead research based suggestions for how leaders can increase feedback from followers.,This manuscript will help leaders to increase needed feedback from followers on how to improve and develop organizations.

Reverse mentoring: a review of extant literature and recent trends

Abstract: Reverse mentoring though widely discussed and adopted in practice, scholarly research on the same is scarce. This paper thus attempts to provide an overview of the extant literature and highlights the developments taking place in the practical arena so as to reveal the research-practice gap and identify new avenues with respect to the expanding role of reverse mentoring.,This paper is based on the review of important developments in research and practice related to reverse mentoring.,Despite the multi-faceted benefits of reverse mentoring observed by practitioners, the academic literature is not only scarce but also confined to its vignettes and anecdotes. This review highlights how reverse mentoring has much more to offer than being just a tech-savvy tool.,This review calls for abandoning the single-faceted outlook (of a tech-savvy tool) towards reverse mentoring by exploring the concept from a broader lens.,The insights covered in the review highlight the expanding scope of reverse mentoring and present future pathways both for researchers and practitioners. It inspires the readers to re-visit the concept and explore how it can deliver valuable outcomes especially with regards to the multi-generational workforce.

Emotional intelligence strategies to achieve subjective career success: implications for learning and development in knowledge industry

Abstract: This paper exemplifies the role of emotional intelligence (EI) achieving subjective career success in the global knowledge industry.,Discussion based on the literature, report, and industry experts.,EI can be used as an effective tool to influence the attributes of subjective career success such as job satisfaction, new skill acquisition, work-life balance, healthy relationship with peers and pride in work. Employees feel empowered and successful in their careers if their social ability, emotionality, self-control, well-being and, expressed behavior are properly taken care of by their organizations.,This paper introduces a new factor expressed behavior in EI model and suggests various strategies to enhance EI and achieve subjective career success in the knowledge industry.

Two aspects of knowledge transfer: what every manager should know about using analogy and narrative

Abstract: Purpose Organizational scholars continue to study “knowledge” as an important organizational resource, and there is a good understanding that knowledge transfer can boost organizational performance significantly. The power of individuals in the knowledge transfer is well established, as they can transfer tacit as well as explicit knowledge. However, recent studies have shown that organizations fail to transfer knowledge adequately. The purpose of this paper is to look at alternative modes of knowledge transfer that are still underexplored in organizations. The author focuses on two modes of knowledge transfer from an individual perspective – analogy and narratives, though often neglected, but can be most powerful for managers in organizations. Design/methodology/approach This viewpoint is prepared by an independent writer who has amalgamated several other voices from different researchers/scholars and, finally, adds his own impartial comments and places the articles in context. Findings The significant progress that we have made in understanding the various nuances of knowledge transfer now translates to need for focus on areas that still have scope for further inquiry. Based on current literature review, it was found that the two modes of knowledge transfer – analogy and narratives – require greater attention by managers during communicating tacit knowledge, conflict resolution, problem-solving, and organizational change. Research limitations/implications Storytelling and analogy allow researchers to translate charts, facts and figures into an engaging narrative that enhances its reach beyond the specialists. Practical implications Narratives can be used for indirectly stating uncomfortable truths and rules of the game in a society, and thereby avoid possible conflicts. 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.

Learning organization and work performance in Bandung city government in Indonesia: a path modeling statistical approach

Abstract: Purpose This study aims to explore the applicability of the learning organization (LO) concept as a predictor of work performance (WP) using partial least square (PLS) as a statistical method to explain the presence or absence of relationships between those latent variables. Design/methodology/approach An empirical approach was conducted on a research sample of a local government in Indonesia. The design of this study is a cross-sectional study using a closed-ended questionnaire, and PLS is used as a statistical method. Findings The results show evidence of internal consistency and construct reliability and provide a sound answer that the LO concept can explain a considerable proportion of the WP. This indicates that LO could be considered as the predictor of WP. Originality/value To date, studies on the benefit of becoming an LO have been increasing since the publication of Senge’s book, The Fifth Discipline, in the 1990s. However, such research efforts are directed primarily at assessing financial and knowledge performance (Swanson and Chermack, 2013). Very few studies have focused on the benefits associated with becoming an LO with an emphasis on individual performance using the behavioral aspect.

How organizations learn: models uncovering the black box

Abstract: As contemporary organizations’ focus shifts from knowledge orientation to learning orientation, this paper aims to articulate the need for models that describe the learning process in organizations. Simply assuming that organizations learn without any support of tangible framework or models highlights this need. The paper presents limitations of two prevalent themes of organizational learning, i.e. learning by adapting to environmental disturbances and learning from organizational members.,Based on the literature review on organizational learning, studies that depict the mechanism of organizational learning were selected. These were grouped into two categories: one that focuses on how organizations learn from its environment and other on how organization learn from its members.,This paper suggests the need for developing models and frameworks that eloquently describe the learning process in organizations. The literature focuses on organizational learning from individuals and adapting to the environment. Organizations tend to attribute the cause of failure to environmental shocks. Then, instead of the environment being a source of learning, it becomes a cause of failure. If individuals are agents of organization through which the latter learns, how this tacit knowledge becomes institutionalized in organizational memory is unknown.,This paper is a retrospective view on organizational learning. It attempts to question the black box of organizational learning, i.e. how the learning of individuals is transferred to organizational memory, or simply put, how the organizational learning mechanism works. There is a dearth of studies that address this question, and it has been simply assumed that somehow organizations do learn, but how?

Developing social intelligence among employees for effectively managing organizational change

Abstract: The objective of this paper is to study the impact of social intelligence on attitude toward organizational change.,This paper is based on an empirical study conducted across information technology industry, banking and financial services industry and hospitality industry in India.,This paper shows the positive impact of social intelligence on attitude toward organizational change. Further, it provides various recommendations to develop social intelligence of employees in business organizations.,This paper provides insight into how social intelligence plays significant role in managing attitudes toward organizational change.

From intention to action: an organizational learning case of implementing Building Information Modeling

Abstract: The purpose of this paper is to examine the successful implementation of a digital work method named Building Information Modelling (BIM) and make recommendations to help organizations better test and implement innovative work approaches. Learning experiences not only provide insights into the building sector, but also into any organization interested in culture and effective response mechanisms during technological change.,By applying a critical incident technique, BIM experts at one mid-sized case organization were interviewed to examine the learning experiences from converting implementation intentions into actions. The information from these interviews was used to formulate a number of practical recommendations.,The interviews outlined the various development opportunities that implementing new digital methods may offer for senior management and staff. Investing in small projects that work and the corresponding behavioral change required, together with regular project reviews, all help to build unique capabilities and to frame a culture that supports organizational development.,The discussion of the various benefits and conditions under which new technology implementation can improve organizational learning provides practitioners with insights into how effectively to convert change intentions into action.

Design thinking for improving employee experience: a case of a food tech company

Abstract: The purpose of this paper is to demonstrate applicability of design thinking in creating employee centric HR solutions. This application is studied in the context of a food tech company. A design thinking process for arriving at an HR solution for employee experience management is proposed.,The study uses a single case study method. The HR professionals of a food tech company were interviewed to relate their narratives with the existing conceptual framework on design thinking.,It was found that the firm focused on the technological supremacy as well as developed an engaged and motivated team of delivery boys. This provided the required competitive advantage and growth. The first step in implementing the HR solution was to collect primary data for insights into the pain and gain points in employee’s day to day routine. Using the lens of empathy, multiple touch points through incentive policies, rewards, work engagement tools, feedback, inclusive decision making, and technology enabled learning solutions were designed. These signaled a caring and employee centric leadership and built future orientation and engaged the employees.,By demonstrating the applicability of design thinking and linking it to the HR solutions, a conceptual model relevant to the Food Tech industry was proposed. By integrating the process used to reach the solution, a modified model can be developed by other HR professionals working in any other Food tech company, aggregator/ service providers or logistics companies.,The study is among the initial studies to approach design thinking for HR solutions in a food tech industry.

Resolving conflict in organizations – achieving results through a harmonization process

Abstract: Conflict is inevitable in organizational life. On the one hand, it can bring creativity and enhance problem-solving. On the other, it can hinder effective problem-solving, increase defensiveness and member dissatisfaction, and create a destructive work environment. This paper aims to outline four important components of harmonization that help to enhance conflict-management capability.,Based on Nguyen and Belk’s (2013) harmonization framework, the author adds their own comments and places in the context of resolving conflict in organization.,The harmonization process synthesizes multiple goals and balances differences to achieve better solutions without discounting any of these elements. Harmonization provides better understanding of important issues and why they are critical to each party. Each party will feel better about the situation after having heard the other side’s position. There might be anger, anxiety, or frustration at the beginning. However, when people successfully go through the harmonization process, they feel happy, connected to others and proud of the results they get. These processes require communicating with others, learning others’ perspectives, understanding and empathizing with others, and being willing to adjust.,The paper outlines four skills in which organizations can train their employees to improve conflict management.,Harmonization process is applied to conflict management in organization.

Influence of ethical leadership on employee learning orientation: evidence from academics

Abstract: Purpose The purpose of this paper is to examine the relationship between ethical leadership and employee learning orientation in organizations. Design/methodology/approach This paper uses a quantitative methodology to analyze data collected from 160 faculty members from universities, using a survey questionnaire. Findings The finding of this study reveals that ethical leadership has a positive effect on learning orientation of faculty members in universities. Originality/value This study adds to the field of ethical leadership by investigating the influence of ethical leadership on learning orientation of faculty members in universities.

The role of HR in leadership development

Abstract: Business environments have become more complex, dynamic, and uncertain in the past few decades. To navigate this complexity, organizations need to enhance their competitiveness, improve performance, and build leadership. Though leadership contributes to strategic advantage, the challenge for human resources (HR) to build the next generation of leaders remains. This has sparked the need for practitioners to understand the role of HR in enhancing leadership capability.,Using qualitative analysis and practitioner insights, this paper contributes to the understanding of the role of HR in leadership development.,The study proposes the HR PACE model for the role of HR in leadership development.,This study has potentially significant implications for HR, leadership development scholars, and practitioners while designing and implementing leadership development in organizations.,While empirical studies on how HR practices of recruitment, performance management, training, and development impact organizations exist, there are rare studies assessing the role of HR in leadership development. This study examines the role of HR in leadership development.