an article by Linda Rappel (University of Calgary, Alberta, Canada) published in International Journal of Lifelong Education Volume 36 Issue 5 (2017)
Abstract
This paper reviews the literature on workplace and transformational learning to explore how spirituality can be accessed to encourage individual growth through the development of critical awareness while providing a sense of direction in the workplace as part of organisational learning.
In communities and societies where organisations may have replaced religious institutions as centres for adult learning, the workplace continues to respond to the universal need for community and support. These elements are related to spiritual values.
Still, leaders of organisations need to consider values that underlie typical workplace activities and recognise how collective engagement and workplace interactions direct personal development and ground identity.
Providing opportunities to reflect on meaning and direction at work supports a transformative approach to learning and leadership that promotes cooperative working conditions, conscious behaviour and informed citizenship through encouraging attitudes of critical awareness, praxis and collective engagement in workplace interaction.
Showing posts with label organisational_learning. Show all posts
Showing posts with label organisational_learning. Show all posts
Tuesday, 6 February 2018
Sunday, 22 October 2017
Distances, multinational organisational learning, and firm performance: a new perspective
an article by Philipp Metz
(Dresden University of Technology, Germany) published in International Journal of Business Environment Volume 9 Number 2 (2017)
Abstract
In the international business literature, the impact of organisational learning on firm performance in the multinational context is broadly discussed. However, oversimplifications and inconsistencies in theories and empirical analyses to explain the phenomenon hinder overall understanding of a supposed beneficial influence.
The purpose of this paper is to discuss when multinational organisational learning generates positive implications for firm performance, in contrast to an observable taken-for-granted positive impact inherent in current research.
Drawing on distance dimensions' influence, I revisit the assumptions of the effect of traditional geographic, cultural, and psychic distances on the positive impact of multinational organisational learning on firm performance and offer revised assumptions of the effect of newly identified, contemporary strategic, communication, and content distances. I thus address the importance of the strategic roles of organisational units, their connectivity, and perceptions of various knowledge contents.
The implications for further research and practice are also discussed.
Abstract
In the international business literature, the impact of organisational learning on firm performance in the multinational context is broadly discussed. However, oversimplifications and inconsistencies in theories and empirical analyses to explain the phenomenon hinder overall understanding of a supposed beneficial influence.
The purpose of this paper is to discuss when multinational organisational learning generates positive implications for firm performance, in contrast to an observable taken-for-granted positive impact inherent in current research.
Drawing on distance dimensions' influence, I revisit the assumptions of the effect of traditional geographic, cultural, and psychic distances on the positive impact of multinational organisational learning on firm performance and offer revised assumptions of the effect of newly identified, contemporary strategic, communication, and content distances. I thus address the importance of the strategic roles of organisational units, their connectivity, and perceptions of various knowledge contents.
The implications for further research and practice are also discussed.
Saturday, 12 August 2017
Is the learning organisation still alive?
an article by Mike Pedler (Henley Business School, University of Reading, UK) and John G. Burgoyne (Management School, Lancaster University, Bailrigg, UK) published in The Learning Organization Volume 24 Issue 2 (2017)
Abstract
Purpose
It has recently been suggested that the learning organisation (LO) is dead (Pedler, 2013). The authors make the case here that it is still alive. This paper provides a brief history of LO and organisational learning, follows this with some survey findings, a discussion and an exploration of some related contemporary issues and concludes with an overview and summary of the conclusions.
Design/methodology/approach
Survey of practitioners.
Findings
From this small survey, whilst some of the 16 respondents are still excited by the idea, a larger group sees the learning organisation as more of a background concept, performed in ways that might not fit with the aspirations of 20 years ago.
Research limitations/implications
The authors started with the question: is the LO idea still alive in 2016? No clear answer emerges. Given the variety of the responses, it is difficult to sum them up in a simple way. The yea-sayer will find plenty of evidence for the LO’s continued existence and relevance, but the nay-sayers will also feel at least partly vindicated. What does emerge clearly arise from the mixed messages, are the opportunities for further research.
Practical implications
This paper calls for further research and suggests useful directions.
Social implications
LO is still seen as socially useful.
Originality/value
The paper is based on small empirical sample of practitioners who display multivocality on this concept.
Abstract
Purpose
It has recently been suggested that the learning organisation (LO) is dead (Pedler, 2013). The authors make the case here that it is still alive. This paper provides a brief history of LO and organisational learning, follows this with some survey findings, a discussion and an exploration of some related contemporary issues and concludes with an overview and summary of the conclusions.
Design/methodology/approach
Survey of practitioners.
Findings
From this small survey, whilst some of the 16 respondents are still excited by the idea, a larger group sees the learning organisation as more of a background concept, performed in ways that might not fit with the aspirations of 20 years ago.
Research limitations/implications
The authors started with the question: is the LO idea still alive in 2016? No clear answer emerges. Given the variety of the responses, it is difficult to sum them up in a simple way. The yea-sayer will find plenty of evidence for the LO’s continued existence and relevance, but the nay-sayers will also feel at least partly vindicated. What does emerge clearly arise from the mixed messages, are the opportunities for further research.
Practical implications
This paper calls for further research and suggests useful directions.
Social implications
LO is still seen as socially useful.
Originality/value
The paper is based on small empirical sample of practitioners who display multivocality on this concept.
Monday, 20 August 2012
Across the little divide? Life histories of public and third sector “boundary crossers”
an article by David Lewis (Department of Social Policy, London School of Economics and Political Science) published in Journal of Organizational Ethnography Volume 1 Issue 2 (2012)
Abstract
Purpose
Organizational life and policy-making is increasingly conceived in terms of a “three sector” model – public, private and “third”. The purpose of this research paper is to examine a little-studied phenomenon that increasingly characterises societies in both the “developed” and the “developing” worlds. It aims to argue that these “sectors” have permeable boundaries, and that increasing numbers of activists and professionals operate across such boundaries, with important implications for policy and work.
Design/methodology/approach
The research paper reports on a set of new ethnographic life-work history data from the UK, Bangladesh and Philippines to explore experiences of people who cross between, or straddle, the third sector and the public sector.
Findings
The paper constructs a preliminary typology of boundary crosser archetypes for purposes of further analysis. This is based on motivations and levels of boundary crossing. Boundary crossing of this kind is linked with the concept of “work role transition”, and with the micro-politics of policy contention.
Practical implications
The paper concludes by suggesting that such work may offer new practical insights into strengthening the capacity of both third sector and government agencies.
Originality/value
The paper aims to be original in opening up this new topic for further discussion (and in particular problematizing the idea of sector boundaries), and through using the life history method as part of organisational ethnography.
Abstract
Purpose
Organizational life and policy-making is increasingly conceived in terms of a “three sector” model – public, private and “third”. The purpose of this research paper is to examine a little-studied phenomenon that increasingly characterises societies in both the “developed” and the “developing” worlds. It aims to argue that these “sectors” have permeable boundaries, and that increasing numbers of activists and professionals operate across such boundaries, with important implications for policy and work.
Design/methodology/approach
The research paper reports on a set of new ethnographic life-work history data from the UK, Bangladesh and Philippines to explore experiences of people who cross between, or straddle, the third sector and the public sector.
Findings
The paper constructs a preliminary typology of boundary crosser archetypes for purposes of further analysis. This is based on motivations and levels of boundary crossing. Boundary crossing of this kind is linked with the concept of “work role transition”, and with the micro-politics of policy contention.
Practical implications
The paper concludes by suggesting that such work may offer new practical insights into strengthening the capacity of both third sector and government agencies.
Originality/value
The paper aims to be original in opening up this new topic for further discussion (and in particular problematizing the idea of sector boundaries), and through using the life history method as part of organisational ethnography.
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