Editorial

Abstract

The articles in this first issue of GBOE in 2022, broadly speaking, deal with the issue of retaining knowledge within an organization: either explicitly through organizational learning or talent management, or implicitly through conflict resolution and the effective management of organizational politics. In “Exploring organizational learning and experimental logistics development at the global fashion retailer H&M” (https://doi.org/10.1002/joe.22143) Erik Sandberg and Mats Abrahamsson look at how the Swedish fashion retailer H&M developed a “test-and-learn” approach to logistics. Using an action research methodology, they refined 18 months of observations, informal discussions, and interviews via interrelated cycles of practice and research. They identify four components of logistics learning (culture, structure, relationships, and speed), and five practices used by H&M to improve their logistics operations (customer-oriented “test-and-learn,” support from top management, rapid development and implementation cycles, cross-functional integration, and testing based on real customer orders). The article provides insights into how to develop a logistics learning capability, and highlights the importance of management leadership style. One of the responsibilities of the HR department is to secure and retain the talent necessary for an organization to remain competitive. In “The impact of talent management practices on employee turnover and retention intentions” (https://doi.org/10.1002/joe.22130) Sourabh Kumar examines the contribution that talent management can make to employee retention. Based on the data from 236 questionnaires completed by IT professionals working in Delhi, Noida, and Gurugram the study uses multiple regression to examine the relationship between four aspects of talent management (recruitment and selection, teamwork and support, performance management, and salary and compensation) and employee retention. The results indicate that employees prefer to stay in an organization that provides them with the opportunity to develop and progress up the career ladder. Turning now to some of the problems of applying and retaining knowledge, John R. Schultz writes about how individual egos can get in the way of collective problem solving. In “Perceptions about reality undermine collective thinking” (https://doi.org/10.1002/joe.22140) he draws on his 50+ years' experience as a manager, program director, instructor, and management consultant to present what he describes as “a 30-year case study.” He shows how frustrated individuals can become grumbling and obsessive skeptics, meaning that problem-solving and decision-making breaks down as teams become caught up in counter-productive conflict. His article offers practical guidance on strategies and techniques that can be used to avoid gridlock, and increase creativity. Finally, Nadia A. Atshan, Hadi Al-Abrrow, Hasan Oudah Abdullah, Khai Wah Khaw, Alhamzah Alnoor, and Sammar Abbas look at the topic of how organizational politics can have undesirable effects on an organization. In “The effect of perceived organizational politics on responses to job dissatisfaction: The moderating roles of self-efficacy and political skill” (https://doi.org/10.1002/joe.22141) examine how self-efficacy and political skill play a moderating role in the relationship between perceived organizational politics and job dissatisfaction. Using measures based on four responses to job dissatisfaction - voice, loyalty, neglect, and exit–with data from a sample of 202 health staff in Iraq they provide a number of suggestions for how organizations might deal with the consequences of high levels of perceived organizational politics.