scholarly journals Schatzki and Techno-Organizational Practice

2018 ◽  
pp. 307-324 ◽  
Author(s):  
Anna Morgan-Thomas
Keyword(s):  
Organizational Practice

A Theoretical Framework for Evaluating the Congruency of Organizational Practice

2011 ◽  
Author(s):  
Sean Robinson ◽  
Allison N. Tenbrink ◽  
Rodger W. Griffeth
Keyword(s):  
Theoretical Framework ◽  
Organizational Practice

scholarly journals Knowledge Transfer in a Project-Based Organization Through Microlearning on Cost-Efficiency

2021 ◽  
pp. 002188632110330
Author(s):  
Teresa Beste
Keyword(s):  
Knowledge Transfer ◽  
Cost Efficiency ◽  
Construction Projects ◽  
Research Study ◽  
Participation Rate ◽  
Project Teams ◽  
Organizational Practice ◽  
Public Sector Organization ◽  
Body Of Knowledge

This paper investigates the role of microlearning on cost-efficiency on knowledge transfer in a project-based organization. As part of an action research study in a Norwegian public sector organization working with construction projects, a microlearning series was initiated to increase knowledge transfer on cost-efficiency. Seven microlearning lessons were distributed to 334 employees, including short questionnaires after the first and last lesson. The study reflects on the design process of the lessons, on the participation rate, and on how it contributes to an increase of knowledge. Microlearning was perceived as relevant by the participants. It makes knowledge transfer less arbitrary by providing a common body of knowledge to all project teams. For the organizational practice, this implies that microlearning also has potential for knowledge sharing on other topics in the project-based organization. Updating the microlearning series with further examples and new lessons is expected to contribute to continuous learning on cost-efficiency.

The translocation of organizational practices – knowledge creation in Greenfield Plants

2014 ◽  
Vol 21 (2) ◽  
pp. 83-97
Author(s):  
Arne Lindseth Bygdås
Keyword(s):  
Knowledge Transfer ◽  
Process Model ◽  
Social Dynamics ◽  
Common Knowledge ◽  
Transmission Model ◽  
Cultural Learning ◽  
Organizational Practice ◽  
Organizational Practices ◽  
Content Type ◽  
The Social

Purpose – The literature on knowledge transfer is dominated by a one-way transmission model logic where knowledge is captured and transferred from one source to another, assuming the source and receiver resemble each other and have some common knowledge. The social learning processes, what is learned and the phases and sequences of the developmental processes by which learning take place are more or less black boxed in the literature. This paper investigates the social dynamics of the formation and shaping of organizational practice from scratch in a greenfield organizational setting where no prior organizational practice exist. Design/methodology/approach – The paper builds on a case study approach applied in two greenfield organizational settings. A descriptive process model is developed to analyze the translocation and sociogenesis of organizational practices. Findings – A transfer-approach provides a too simplistic and narrow understanding of the process of “moving” organizational practices. Establishing an organizational practice can be described as a community of knowing “in the making” following various modes of cultural learning characterised by mutual adjustments, joint interactions, and alignment of shared understandings, and as such is more learned than transferred. Practical implications – The process model developed in the paper provides a platform for better understanding, planning and execution of intra-firm knowledge transfer and regeneration. Originality/value – The paper provides an in-depth empirical analysis of organizational practice generation from scratch emphasizing the social dynamics and co-construction of meaning when a collective capability is being acquired and built up.

scholarly journals Key Performance Indicators and Industry 4.0 – A Socially Responsible Perspective

2020 ◽  
Vol 66 (3) ◽  
pp. 22-35
Author(s):  
Simona Šarotar Žižek ◽  
Zlatko Nedelko ◽  
Matjaž Mulej ◽  
Živa Veingerl Čič
Keyword(s):  
Performance Indicators ◽  
Industry 4.0 ◽  
Key Performance Indicators ◽  
Organizational Practice ◽  
Socially Responsible ◽  
Research Directions ◽  
Corporate Social

AbstractThe main aim of this contribution is to outline the role and importance of key performance indicators in the frame of Industry 4.0 implementation. These key performance indicators are presented as a cornerstone for industry 4.0 implementation in organizational practice, since they represent key input for needed data in digitalized organization. In that framework, the contribution first exposes some of the essential characteristics of “Industry 4.0”, followed by the methodology of key performance indicators (KPI). Next, the contribution outlined a proposed methodology for implementing KPIs in frame of Industry 4.0 adoption in organizations. Another section of the paper is dedicatd to the linkage between corporate social responsilbty and KPIs in frame of Industry 4.0. The paper also outlines implications, limitations and further research directions are outlined.

Sign in / Sign up

Export Citation Format

Share Document