Tool For Organizational Learning Research Articles

Serious Games as an Organizational Learning Tool for Sustainable Innovation: A French Case

Serious Games as an Organizational Learning Tool for Sustainable Innovation: A French Case

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

AN EXPLORATORY SURVEY ON ORGANIZATIONAL READINESS FOR EVALUATION IN TURKEY

In designing Evaluation Capacity Building (ECB) programs in a country, it is vital to know the baseline situation. A necessary step is to reveal the status of current understanding and practices of evaluation. The objective of the paper is to explore the evaluation readiness of organizations in Turkey. Following the literature on organizational culture on evaluative inquiry, the study reports on the development and administration of a structured questionnaire with particular focus on various dimensions of organizational readiness for evaluation such as culture, leadership, resources and existing evaluation practices, if any. The survey sample includes 71 representatives of government agencies and, domestic and international NGOs in Turkey. Although evaluation is regarded and perceived as a tool for organizational learning and improved organizational performance, the culture, leadership and structure of the organizations do not show supporting characteristics on the implementation and use of evaluation in organizations. The results reveal a necessity of positioning evaluation as a major tool for efficient use of resources and organizational learning in Turkish organizations.

TÜRKİYE’DE KURUMLARIN DEĞERLENDİRME KONUSUNDA HAZIR OLMA DURUMLARI İLE İLGİLİ KEŞİFSEL BİR ARAŞTIRMA

In designing Evaluation Capacity Building (ECB) programs in a country, it is vital to know the baseline situation. A necessary step is to reveal the status of current understanding and practices of evaluation. The objective of the paper is to explore the evaluation readiness of organizations in Turkey. Following the literature on organizational culture on evaluative inquiry, the study reports on the development and administration of a structured questionnaire with particular focus on various dimensions of organizational readiness for evaluation such as culture, leadership, resources and existing evaluation practices, if any. The survey sample includes 71 representatives of government agencies and, domestic and international NGOs in Turkey. Although evaluation is regarded and perceived as a tool for organizational learning and improved organizational performance, the culture, leadership and structure of the organizations do not show supporting characteristics on the implementation and use of evaluation in organizations. The results reveal a necessity of positioning evaluation as a major tool for efficient use of resources and organizational learning in Turkish organizations.

A lessons-learned tool for organizational learning in construction

Organizational learning has been identified as a core competency for project-based companies with industry specific challenges. In this study, it is hypothesized that a web-based lessons learned management system may help construction companies to manage lessons learned effectively. A lessons learned management process model (LLMPM) was proposed for capturing and transferring knowledge across projects. Expert review meetings with participants from both academia and private sector were carried out to develop LLMPM. The identified requirements were actualized through generation of a web-based IT tool (LinCTool) with abilities of capturing, storing and disseminating lessons learned. Black-box testing was used to verify LinCTool and interviews were conducted with experts as final testing to evaluate its effectiveness and usability. Results show that LinCTool has a potential to enhance organizational learning in companies by assigning multiple users having different responsibilities/roles in the learning process, categorizing lessons learned using a taxonomy and retrieving lessons learned considering project similarities.

Qualitative findings from a pilot stage implementation of a novel organizational learning tool toward operationalizing the Safety-II paradigm in health care

‘Safety-II’ is a new approach to safety, which emphasizes learning proactively about how safety and efficacy are achieved in everyday frontline work. Previous research developed a new lesson-sharing tool designed based on the Safety-II approach: Resilience Engineering Tool to Improve Patient Safety (RETIPS). The tool comprises questions designed to elicit narratives of adaptations that have contributed to effectiveness in care delivery. The purpose of this study is to revise and validate the design of RETIPS. The tool was revised based on feedback of clinicians at a large multi-specialty hospital, resulting in a version customized for anesthesia residents, RETIPS-AnRes. RETIPS-AnRes was administered on a pilot-basis to anesthesia resident groups for a limited period of time. A review of the reports obtained shows a strong alignment of responses with the conceptual basis of the tool, i.e. learning about how things go well in everyday work. The exemplars include both, specific instances of successful patient care, as well as generic routines that contribute to safe and/or effective care delivery. These findings support RETIPS as a tool to operationalize the Safety-II paradigm in healthcare. Lessons and implications for implementation on a wider scale are discussed.

Enhancing competitive response to market challenges with a strategic intelligence maturity model

Tracking meaningful insights about companies’ exposures to high risk of failure in competitive markets, intelligence studies in business should listen to practitioners’ signals and act in providing decision making support to systematic scanning for valuable information. In order to gain robustness in confronting unexpected events in real markets, companies should adopt an unstructured learning perspective with maturity assessment tools, while purposely pooling strategic intelligence (SI) skills. By bridging organizational maturity modeling with a future orientation stream of literature and intelligence studies in business, this conceptual research aims to highlight a genuine Strategic Intelligence Capability Maturity Model (SI CMM), capable of purposely addressing the challenge of aligning detective and anticipatory organizational capabilities. The conceptual model highlights the degree of preparedness of four SI profiles behaviors (intelligence provider, vigilant learner, opportunity captor and opportunity defender – previously developed by the authors) against seven levels of maturity. The SI CMM framework outlines both conditioned scanning capabilities (the first five SI readiness levels) and enablers to anticipate future market trends (the last two SI readiness levels). The novel approach of the strategic intelligence readiness framework supplies companies with a valuable organizational learning tool to close the skills gap through an opportunity provider profile. The main features lie in coordination and sharing SI common knowledge to enhance preparedness in forward-looking competitive pressures. The conceptual framework invites academia and the community of intelligence experts in business to evaluate the relevance of the new conceptualization, clarity of constructs and complementary nature of correlation and causation with the proposed SI CMM model

From Legitimacy to Learning: How Impact Measurement Perceptions and Practices Evolve in Social Enterprise–Social Finance Organization Relationships

While the links between the fields of social enterprise and social finance appear apparent, academic research on the relationship lags behind practice. This study examines how social enterprises interact with social finance organizations in the context of impact measurement. Through qualitative research with eight social enterprises and their respective funders, I find evidence that both sides view impact measurement primarily as a means for establishing legitimacy prior to engagement, and in the early stages of their relationship. These relationships are hierarchical and rigid at early stages, but over time evolve into more collaborative partnerships. Eventually, social enterprises embrace impact measurement as a tool for organizational learning, and social finance organizations develop more empowering approaches for impact measurement. The level of flexibility and the closeness of the relationship between social finance organizations and social enterprises suggest important lessons for the development of a more enabling use of impact measurement.

Examining the development of action learning practice in South Korea

ABSTRACTThis year marks the 25th anniversary since action learning (AL) was first introduced in 1993 in South Korea. Although AL has greatly contributed to meeting organizational needs so that it would result in its strong presence as an organizational learning tool, there is no single review study on the development of AL practice in Korea. The purpose of this study, therefore, was to examine the development of AL practice in Korea to understand its current state and envision the future. To that end, two research questions guided our inquiry: What are the distinctive features of the development of AL practice in Korea? What is unique about the development of AL practice in Korea? To answer the two research questions, we conducted semi-structured interviews with 13 AL practitioners who have experienced AL practice for many years, analyzed 13 annual AL conference proceedings published since 2005, and reviewed Korean publications on AL published since 2000. Based on the triangulated data analysis, we discuss the uniqueness of the development of AL practice in Korea and implications for research and practice.

Using the balanced scorecard to manage service supply chain uncertainty: Case studies in French real estate services

This article aims to analyse the role of the balanced scorecard in the management of supply chain uncertainty in service activities. To do this, we conducted case studies within companies in the real estate services sector in France. We have employed the theoretical framework of complexity. This theoretical framework allows us to situate the factors of uncertainty in the internal and external environment. Identification of these factors promotes proactivity when confronted with environmental evolution. It is clear from our study that the balanced scorecard, in the management of supply chain uncertainty, is a communication tool that helps coordinate intraorganizational and interorganizational relations. It is also a tool that leads to a strategic supply chain, a source of competitive advantage for the stakeholders of the chain. Finally, it is a tool for organizational learning because it participates in the construction of knowledge and allows for knowledge capitalization. This know‐how and knowledge contribute to reducing uncertainty.

As relações entre aprendizagem organizacional e intranet em uma instituição de educação profissional

A capacidade de as empresas criarem conhecimento, disseminá-lo na organização e incorporá-lo aos seus produtos e serviços está relacionada ao processo de aprendizagem organizacional. Para tanto, este estudo analisou o uso da intranet no setor comercial de uma instituição de educação profissional. A metodologia empregada é qualitativa e exploratória. Foram realizadas entrevistas, e os dados, transcritos e analisados à luz do referencial teórico. Os resultados apontam que a intranet é uma importante ferramenta para a aprendizagem organizacional, à medida que seus membros adquirem novos conhecimentos e percebem sua aplicação na empresa como potencial para o desenvolvimento.

Failing to lose your head: using Intelligent Fast Failure to defeat the Red Queen

PurposeThe purpose of this paper is to, first, present Red Queen competition as a psychological explanation of market entry failure and then, second, illustrate how an intervention called Intelligent Fast Failure (IFF) can be used to avoid faulty market entry decisions.Design/methodology/approachUsing Red Queen competition as a lens, a theoretical analysis of how IFF can improve market entry decision-making is provided.FindingsThis paper supports the view that failure is a valuable source of organizational learning. Moreover, the analysis suggests that IFF may provide learning that is valuable for market entry decision-making.Originality/valueWhile IFF has previously been applied to areas such as foreign language learning, aeronautical safety, and technology-based design, no one to date has suggested its value as an organizational learning tool for market entry. Therefore, this paper is a valuable resource for researchers, managers, and consultants who provide organizational learning and strategic planning services to organizations.

The Impact of Knowledge Management on Organizational Learning (An Empirical Study on the Education Sector in Damascus City)

The increasing intensity of competition among organizations in this century, has led organizations are always looking for ways to gain competitive advantage and win the competition requirements. knowledge management and Organizational learning tools to gain competitive advantage for different organizations are considered. The present study aimed to investigate the Impact of Knowledge Management on Organizational Learning in the public and private universities in Damascus. The sample consisted of 383 workers at the universities' Administrative and Academic system and two scales were used in this study; (Gold et al., 2001) scale to measure the Knowledge Management and (Jerez-Gomez et al, 2005) scale to measure the Organizational Learning. The study found significant impact of all Knowledge Management dimensions on Organizational Learning. The study also found no significant differences in the extent of Knowledge Management and Organizational Learning between both universities.

Budgeting Beyond Budgeting: A Tool for Management, Surprise Avoidance, Trust Creation and Organizational Learning

While for quite a long time the budget was considered one of the crucial management tools, it has always been subject to criticisms, which have become stronger in the last couple of decades, under the commercial name of “Beyond Budgeting”. In this article, we review the history and foundations of budgeting, to show how typically, the criticisms to budgeting have to be addressed to a bad management style, and not to the technique itself. Then, I use an example to show how budgets can be used to the firm’s advantage in many fields, but mainly in being able to avoid unpleasant surprises, create trust between the different hierarchical levels of the firm, and enhance learning in the positive sense. This allows the firm to avoid vicious circles that are often found in the practice of budgeting because of bad management, not because of the budgets themselves.

Developing a dynamic inference expert system to support individual learning at work

AbstractIn response to the rapid growth of information in recent decades, knowledge‐based systems have become an essential tool for organizational learning. The application of electronic performance‐support systems in learning activities has attracted considerable attention from researchers. Nevertheless, the vast, ever‐increasing amount of information is creating management problems regarding the efficiency and accuracy of knowledge retrieval. This study aims to develop a dynamic inference expert system (DIES) to solve these problems. DIES integrates web technology, knowledge management, Extensible Markup Language (XML) and C Language Integrated Production System (CLIPS) to facilitate the convenience of knowledge retrieval and the efficiency of learning at work. The advantages of XML include scalability, sharing, easy readability and the ability to enhance the efficient management of knowledge‐based systems. In DIES, organizational knowledge is automatically generated as machine‐readable language and knowledge description, using CLIPS as a rule‐conduction tool to develop specific organizational knowledge bases. A data source consisting of 22 participants from different industries was employed to examine the effectiveness of DIES. Results indicate that participants intend to apply DIES within their industries, with a 95% probability of attaining above‐average satisfaction.

Learning From Every Death

The concepts of peer review and the venerable morbidity and mortality conference are familiar improvement approaches to health care providers. These 2 entities are typically provider or patient centric and are not typically extended within hospitals and health systems as a tool for organizational learning for care process or system failures. Out of a desire to deepen our understanding and accelerate learning about quality and safety opportunities in our hospitals, Mayo Clinic embarked on journey to analyze the stories of all patient deaths. This paper illuminates the lessons learned through the development and evolution of the Mayo Clinic Mortality Review System (Rochester, MN).

Fuzzy front-end learning strategies: Exploration of a high-tech company

This article investigates the upstream and usually hidden stages of new product/service development projects and aims to provide a set of learning actions that contribute to the reduction in fuzziness during early development stages. Because the fuzzy front end involves high levels of uncertainty, this article first analyzes the dimensions of fuzziness and then describes two in-depth case studies. The rich and contrasted insights into one success and one failure of a high-tech company identify how managers can use learning strategies to reduce fuzziness. Qualitative investigations based on interviews with managers and team members responsible for development projects reveal how the choice of specific learning strategies can address one or all three dimensions of fuzziness. By contrasting successes and failures, the study reveals how specific learning strategies can lead to an efficient reduction in fuzziness during the early stages of development. We identified broad sets of actions, including competencies recruitment, use of guiding visions, use of personal networks to find appropriate solutions, and processes that help connect client expectations with firm solutions. The detailed description of adopted means outlines how managers can succeed in the early stages of development by mastering organizational learning tools.

Conformity Assessment as a Tool for Organizational Learning in Large Engineering and Construction Projects

For the successful realization of large engineering and construction projects (LECPs), a systemic organizational learning framework for institutional cooperation is critical. Due to the long project life-cycle of LECPs, this is particularly important for this kind of project. The objective of this paper is to analyze to what extent the conformity assessment of LECPs, carried out under Engineering, Procurement and Construction management (EPCm) services, can be used as a tool for organizational learning and cooperation between typical stakeholders (project owners, engineering contractors, EPC contractors; subcontractors and certification bodies). The research, from which this paper emanates, was based on a case study concerning LECPs in an oil and gas company in Brazil. Based on its results, we suggest that the proposed organizational learning framework, supported by the conformity assessment rationale, constitutes an important management tool that can be disseminated in other organizational contexts where conformity assessments of LECPs take place.

Security Awareness Programs

A critical component of security design is security awareness programs. Implemented effectively, security awareness programs enable organizational members to understand the organizations security posture, their responsibilities, and courses of action in the face of security incidents (Purser, 2004). Awareness training programs should be designed as an initiative to foster organizational learning. In addition to the widely used training methods built with traditional or computer-based media, organizational learning tools, such as cognitive maps, are recommended in training to build security awareness as one type of distributed cognition.

Another cog in the machine: Designing communities of practice in professional bureaucracies

Summary This paper explores the purposeful design and development of a community of practice within a professional bureaucracy. The view of communities of practice has shifted from fundamentally organic entities to ones that can be deliberately designed and developed and they have frequently been presented as a panacea for knowledge sharing and creation, a basis for innovation in organizations. However, evidence that organizations have succeeded to achieve this challenge is lacking. Through the processual analysis of such an organizational intervention, this longitudinal study shows that these two contexts – the community of practice and the professional bureaucracy – do not mesh well and create tensions for those employees who are also community of practice members. This implies that the community of practice approach may not serve all types of organizations. The findings also lead to the reconsideration of communities of practice in organizations and a critique of the main appraisal of this approach is presented. It is suggested that communities of practice should be regarded as a social phenomenon rather than an organizational learning tool.