Perspectives on Sustainability Governance from Universities in the USA, UK, and Germany: How do Change Agents Employ Different Tools to Alter Organizational Cultures and Structures?

Author(s):  
Felix Spira ◽  
Valentin Tappeser ◽  
Arian Meyer
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mark Boccia ◽  
Maria Cseh

Purpose This study aims to explore how Watkins and Marsick’s learning organization framework was enacted in the practices, structures, and policies of non-chain US restaurants. Design/methodology/approach Data from this multiple-site case study were collected from 52 employees in three full-service restaurants from the dimensions of the learning organization questionnaire (DLOQ), focus group interviews, observations, and document collection. Data were analyzed using descriptive statistics and constant comparative analysis. Findings Interviews elucidated and confirmed DLOQ findings. Pre-shift briefings, managers’ role-modeling and restaurant-generated documentation revealed employees’ tacit learning. Continuously fostered experimentation and knowledge sharing promoted a learning culture. Experimentation differed across restaurants owing to different leadership approaches and organizational cultures. Research limitations/implications Future research with subsegments of full-service restaurants having similar leadership approaches and organizational cultures, post COVID-19, and the applicability of the DLOQ to study learning in these types of restaurants both in the USA and in other countries is recommended. Practical implications Restaurateurs should capitalize on continuous life and work experiences of employees and codify learning practices by incorporating reflections in learning in pre-shift briefings and by fostering a culture of experimentation and knowledge sharing. Originality/value This study contributes to the learning organization literature by providing the first multiple-site case study account of learning practices in non-chain, full-service restaurants.


2012 ◽  
Vol 26 (2) ◽  
pp. 149-157 ◽  
Author(s):  
Dawn E. Bowden ◽  
Stanley J. Smits

PurposeAs healthcare has become more scientifically based and far more sophisticated in terms of technology, it has become more fragmented in terms of care‐giving, and less personal. The purpose of this paper is to discuss the challenging task of leading and managing in the gap between the existing and emerging cultures of healthcare.Design/methodology/approachThis paper considers the literature on culture, how it exists at many levels and in multiple forms, and the impacts it has on the US healthcare system. Further, the paper explores foundations of the current healthcare culture and attempts to forecast features of the emerging culture, incorporating examples of advances in scientific knowledge and technology.FindingsSystem change will continue to be problematic until leaders and change agents find ways to operate effectively in the gap between the existing cultural tenets and those emerging as the result of scientific and technological advancements.Originality/valuePunctuated equilibrium theory serves as a main tenet for describing how changes will continue to push the USA towards a cultural tipping point. This paper contends that leaders and managers can succeed only by understanding and respecting both cultures and calls for improved theory development and research to help find creative ways to advance the new culture without trampling the old.


Author(s):  
Nataliya Horuk ◽  

The article describes differences in the implementation of adult education practice in the American and European traditions (the USA and the UK mainly) and the competences of those who provide the adult education process. The study draws upon the existing theories on adult education which include continuing (the USA) or further (the UK) education, community education, recurrent education, non-formal education, popular education, lifelong education etc. This diversity makes it difficult to describe the profession of adult educators and their roles, because their activity defines itself in terms of their clientele. Comparative analysis reveals that in American and European countries adult educator’s roles have overlapping meanings, which depends mostly on the activity the educators perform. It is argued that in both analyzed countries researchers indicate a lack of training for adult educators, and a huge number of volunteers and part-time educators, who often do not view themselves as adult educators. Among the roles that are recognized in the UK, except the traditional teaching role, adult educators are often involved as tutors, organizers, administrators, managers, entrepreneurs, animators, advisors, campaigners, leaders of the group, moral leaders, and “change agents”. In the USA the roles of adult educators are distinguished within the context they appear in. Their spectrum is wider and the responsibilities are better defined. They include teaching, program development, training and human resources development, community actions, but those roles also mean active participation in the educational process, where educators of adults perform as critical analysts, provocateurs, co-learners, consultants, activators and “change agents”, whose responsibility is to empower. The description and comparison of those overlapping adult educators’ roles are vital and very important for promoting the concept of adult education “professionalization” in Ukraine. Those roles should be reflected also in training that adult educators receive. Keywords: adult education, adult educator, adults, adult educators’ roles and competencies.


Author(s):  
David C Ensminger ◽  
Daniel W Surry

<span>This study compared how people working in three different types of organisations in the United States (K-12 schools, higher education, and business) rank the importance of eight conditions that have been shown to facilitate the implementation of innovations. The study also sought to determine if the nature of the innovation (i.e., technology or process innovation) affected the rankings. Technology innovations are those that require the use of a new tool or product such as an innovative communications device or new piece of manufacturing equipment. Process innovations are those that require a new method or system such as a new method for performance evaluations or new budget approval process. A total of 635 participants completed an online instrument to determine their individual ranking of the eight conditions, 315 participants responded to questions specific to technology innovation while 320 responded to process specific questions. Analysis of variance was used to compare differences between the groups. Significant differences were found on five of the eight conditions in the technology sample and on seven of the eight conditions in the process sample. In addition, there were differences within groups based on the nature of the innovation. Change agents must adapt their strategies to account for the different rankings of the eight implementation conditions based on type of organisation and the nature of the innovation. The results of this study provide a framework for understanding and accounting for the group differences. This is the first study to address the prescriptive value of the eight implementation conditions.</span>


2020 ◽  
Vol 4 (1) ◽  
pp. 128-137
Author(s):  
Daniel Lee Reinholz ◽  
Alanna Pawlak ◽  
Courtney Ngai ◽  
Mary Pilgrim

Supporting and sustaining positive educational change is an area of increasing focus in higher education and remains a persistent challenge. Using student partnerships is one promising way to help promote these much-needed changes. This case study focuses on Departmental Action Teams (DATs), which are groups of faculty, students, and staff working together in the same department to make sustainable improvements to undergraduate education. Here we focus on DATs from four different departments, across two research-intensive universities in the USA, to draw attention to the important roles that students play as change agents in these groups. We also reflect upon the inherent challenges in building partnerships that incorporate meaningful power sharing to effect educational change


2001 ◽  
Vol 120 (5) ◽  
pp. A16-A16 ◽  
Author(s):  
N VAKIL ◽  
S TREML ◽  
M SHAW ◽  
R KIRBY

2001 ◽  
Vol 120 (5) ◽  
pp. A542-A542 ◽  
Author(s):  
J HAY ◽  
B MCGUIRE ◽  
G OSTAPOWICZ ◽  
W LEE

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