Developing Learning Agile Behavior

2021 ◽  
pp. 145-181
Author(s):  
Veronica Schmidt Harvey ◽  
Raphael Y. Prager
Keyword(s):  
Competitive Advantage ◽  
Integrated Learning ◽  
Learning Agility ◽  
The Past ◽  
Implementing Change ◽  
Agile Learning ◽  
Agile Process ◽  
Monitoring Change

“Developing Learning Agile Behavior: A Model and Overview” focuses on how the development of learning agility creates a competitive advantage for leaders and their organizations. This chapter summarizes theories relevant to learning agility that have evolved over the past 50 years and the factors likely to influence learning agility development. An integrated learning agility model is proposed, the Learning Agile Process, consisting of (1) identifying the need for change, (2) planning for change, (3) implementing change, and (4) regulating and monitoring change. The model also outlines Learning Agile Behaviors that enable leaders to navigate this process: (1) observing, (2) doing, (3) connecting, (4) thinking, and (5) mobilizing. Thirty practical, learnable strategies for increasing learning agility are also provided. The chapter concludes with questions that remain to be answered in understanding the behaviors that contribute to agile learning.

Developing an Understanding of Theory in Organisational Change

2002 ◽  
Vol 8 (1) ◽  
pp. 32-43
Author(s):  
Lindsay Nelson
Keyword(s):  
Competitive Advantage ◽  
Organisational Change ◽  
Early Research ◽  
Theory Of Change ◽  
Processes Of Change ◽  
Research Attention ◽  
The Past ◽  
Implementing Change ◽  
Management Literature

Management literature related to globalisation and the need for organisations to gain a competitive advantage has grown in prominence over the past two decades (Caves 1982; Porter 1985, 1990, 1991, 1998; Barney 1995; Peteraf 1993; Barner 1996; Duncan, Ginter & Swayne 1998; Thomas, Pollock & Gorman 1998; Zahra 1998; Zahra & O'Neil, 1998; Gupta & Govindarajan 2001). Concomitant with globalisation and competitive advantage are issues related to achieving successful organisational change, since it logically holds that any activity to increase an organisation's effectiveness necessarily involves some sort of change. Much of the research attention in the past has focussed on strategies for implementing change, including overcoming resistance, rather than developing theories which lead to a greater understanding of the processes of change. Early research (Coch & French 1948; Ginzberg & Reilly 1957; Lewin 1951) reflect the historical concentration on how best to implement change; this tradition is more recently exemplified by Carnall (1999) who examines practical techniques for achieving change in organisations. However, literature relating to the theory of change remains fragmented and inconclusive.

Developing an Understanding of Theory in Organisational Change

2002 ◽  
Vol 8 (1) ◽  
pp. 32-43
Author(s):  
Lindsay Nelson
Keyword(s):  
Competitive Advantage ◽  
Organisational Change ◽  
Early Research ◽  
Theory Of Change ◽  
Processes Of Change ◽  
Research Attention ◽  
The Past ◽  
Implementing Change ◽  
Management Literature

Management literature related to globalisation and the need for organisations to gain a competitive advantage has grown in prominence over the past two decades (Caves 1982; Porter 1985, 1990, 1991, 1998; Barney 1995; Peteraf 1993; Barner 1996; Duncan, Ginter & Swayne 1998; Thomas, Pollock & Gorman 1998; Zahra 1998; Zahra & O'Neil, 1998; Gupta & Govindarajan 2001). Concomitant with globalisation and competitive advantage are issues related to achieving successful organisational change, since it logically holds that any activity to increase an organisation's effectiveness necessarily involves some sort of change. Much of the research attention in the past has focussed on strategies for implementing change, including overcoming resistance, rather than developing theories which lead to a greater understanding of the processes of change. Early research (Coch & French 1948; Ginzberg & Reilly 1957; Lewin 1951) reflect the historical concentration on how best to implement change; this tradition is more recently exemplified by Carnall (1999) who examines practical techniques for achieving change in organisations. However, literature relating to the theory of change remains fragmented and inconclusive.

Agile ascension

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Learning Strategies ◽  
Design Methodology ◽  
Reading Time ◽  
Core Competencies ◽  
Content Type ◽  
Agile Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Agile learning strategies and agile core competencies are crucial to the success of organizations in the digital economy. These principles can be adopted by others to gain and maintain competitive advantage. 10; 10; Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Sustainability for SMEs

2013 ◽  
pp. 133-149
Author(s):  
Kaushik V. Pandya
Keyword(s):  
Private Sector ◽  
Competitive Advantage ◽  
Performance Indicators ◽  
Organization Of Work ◽  
The Past ◽  
Industrial Sectors ◽  
Private Organizations ◽  
Current Economic Climate ◽  
Economic Climate ◽  
Potential Benefits

In the past decade, or so, sustainability has become important for businesses. It is not just the preserve of the private sector anymore. Sustainability has been followed by organizations in all industrial sectors. This is not because it is a buzzword, but because it offers genuine competitive advantage to private organizations and green credentials to other. This is true especially to SMEs where, in the current economic climate, their survival relies on any advantage they get, no matter how small. In this chapter on sustainability, various definitions are offered. A discussion is undertaken on the consequences of not considering sustainability as part of strategy and/or operations in an SME. These are not just green, but extended to economic as well. It is proposed that sustainability be part of SME’s strategy, with details of potential benefits. A discussion on the performance indicators for the implementation is shown. It is considered that an agent would be most appropriate to lead the implementation as s/he would be ideal in considering the stake holders requirements. In the chapter, regular questions enable the readers to link the issues in the paper to their organization of work or an organization they are familiar with.

Big Data, Knowledge, and Business Intelligence

2018 ◽  
pp. 943-950
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Business Analytics ◽  
The Past ◽  
The People ◽  
Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

E-CRM

2010 ◽  
pp. 436-444 ◽  
Author(s):  
María Rosa Llamas-Alonso ◽  
Ana Isabel Jiménez-Zarco
Keyword(s):  
Competitive Advantage ◽  
Market Share ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
The Past ◽  
The Cost ◽  
Business Philosophy ◽  
Number Of Firms

As competition and the cost of acquiring new customers continue to increase, the need to build and enhance customer relationships has become paramount for businesses. The building of strong customer relationships has been suggested as a means for gaining competitive advantage (Mckenna, 1993) so, in today’s marketplace, a growing number of firms seek to develop profound, close and long-lasting relationships with their customers since it is much more profitable to keep and satisfy current customers than to manage an ever-changing customer portfolio (Reinartz & Kumar, 2003; Ross, 2005; Llamas-Alonso et al. 2009). This one is a consequence of many paradigmatical changes in the marketing field during the past decades, such as a transition from a focus on the product, transactional marketing, acquiring clients (responsive marketing approach) and market share towards a customer centric approach, relationship marketing, two-way communication, retaining customers (proactive and holistic marketing approaches) and share of customer. Thus, in this fastmoving and highly competitive scenario Customer Relationship Management (hereafter referred to as CRM) emerges as a business philosophy devoted to enhance customer relationships and consequently create value for both the company and the customer.

Creating and Delivering a Successful Knowledge Management Strategy

2010 ◽  
pp. 261-276 ◽  
Author(s):  
Jiming Wu ◽  
Hongwei Du ◽  
Xun Li ◽  
Pengtao Li
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Management Strategy ◽  
Management Support ◽  
Knowledge Management Strategy ◽  
Top Management Support ◽  
The Past ◽  
Km Strategy ◽  
Key Driver

Over the past decade, the rapid proliferation of knowledge management (KM) has been one of the most striking developments in business. Viewing KM as a key driver of competitive advantage, we attempt to provide managers with important guidance on how to create and deliver a successful KM strategy. Specifically, we develop a framework of three factors that are vital to KM success: top management support, a culture of organizational learning, and effective measures of KM performance. To offer a better understanding of the factors, their multiple facets are further investigated and discussed.

scholarly journals The Effects of a CLIL Programme on Linguistic Progress at Two Different Points in Time

2021 ◽  
pp. 173-191
Author(s):  
Marta Segura ◽  
Helena Roquet ◽  
Carmen Pérez-Vidal
Keyword(s):  
Foreign Language ◽  
Reading Skills ◽  
Target Language ◽  
Integrated Learning ◽  
Older Students ◽  
Efl Learners ◽  
The Past ◽  
Learning Contexts ◽  
Student Proficiency

In an attempt to explore the effects of different kinds of English as a Foreign Language (EFL) learning contexts, content and language integrated learning (CLIL) have been at the centre of FL acquisition research over the past decade. Studies have focused on the features and gains this setting brings, whether content is learnt at the same level of success as when taught in the learners’ L1, and whether that L1 is negatively affected by CLIL. However, to our knowledge, very little attention has been brought to how the seniority of the programme affects learner progress in the target language. This study aims to fill such a gap in the understanding that the programme will have developed and improved in terms of quality of exposure and interaction, and that learners’ EFL performance will be higher. To do that, we measured the efficacy of a long-standing CLIL programme in Barcelona twelve years after it was launched and examined the reading, writing, and lexico-grammatical abilities of CLIL EFL learners aged 8, 11, and 14 compared with results obtained by learners measured at the onset of the programme in 2005. The results showed that the quality of the programme has increased over the last decade, guaranteeing a higher level of EFL student proficiency when raw scores are considered, but not in terms of linguistic gains, in which only improvement in older students’ grammar and reading skills can be observed.

scholarly journals Az elektronikus kereskedelem alkalmazása a hazai vállalatok körében - a piacorientáció és a marketingkörnyezet szerepe (E-commerce practises of the Hungarian companies – Role of market orientation and marketing environment)

2012 ◽  
pp. 90-96
Author(s):  
Krisztina Kolos ◽  
Mirkó Gáti
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Research Program ◽  
Internet Applications ◽  
Marketing Environment ◽  
Research Results ◽  
The Past ◽  
The World ◽  
The Future

A szerzők tanulmányának célja, hogy bemutassa, milyen célokra alkalmazzák az internetet a hazai vállalatok, milyen várakozásaik vannak az e-kereskedelem versenyben betöltött szerepével kapcsolatban, és hogyan észlelik annak előnyeit. Vizsgálják azt is, hogy az elmúlt öt évben milyen változások tapasztalhatók a vállalatok gyakorlatában e téren. Elemzik továbbá, hogy a piacorientáció és a vállalat külső marketingkörnyezete hogyan befolyásolja az e-kereskedelem megítélését és alkalmazását. Elemzésük a "Versenyben a világgal" kutatási program 2009-ben készült felmérésének eredményeire támaszkodik, amelyben 300 vállalat szakembereit kérdezték meg. Kutatásukban megerősítést nyert, hogy Magyarországon az elektronikus kereskedelem jelentősége nő. A vállalatoknak kedvezőek az elektronikus kereskedelem jövőjével kapcsolatos várakozásaik, és úgy vélik, hogy ez versenyelőny forrása lehet. A vállalat piacorientációja erőteljesen befolyásolja azt, hogy egy vállalat milyen mértékben alkalmazza az internetet, és hogyan viszonyul az elektronikus kereskedelemhez / === / The objective of the authors’ research is to show how internet is used among Hungarian companies, to analyse their expectations with regard of the role e-commerce plays in competition, and the benefits resulting from e-commerce. They also focus on the changes that have taken place the past five years in the practice of Hungarian companies. The authors investigate how market orientation and the external marketing environment of firms influence evaluations of e-commerce and its implementation. Their analysis is based on the results of the research program „Competing with the world” , which includes the answers of 300 companies. Their research results confirm that the importance of e-commerce is growing in Hungary and overall Hungarian firms have positive expectations with regard of the future of e-commerce and consider it a source of competitive advantage. Market orientation of the firm strongly influences the extent of internet applications and attitudes toward ecommerce.

scholarly journals Real-time Visibility, Operational Insights and Actions with SAP Operational Process Intelligence, powered by HANA

2021 ◽  
Author(s):  
Harsh Jegadeesan
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Real Time ◽  
Sustainable Competitive Advantage ◽  
Business Outcomes ◽  
Operational Process ◽  
The Past ◽  
Business Operations ◽  
Operational Intelligence ◽  
Operational Data

Abstract Over the past decade, business operations in organizations are increasingly generating vast amounts of data. This steep increase in operational data – often known as big data – is a result of organizations capturing data at more fine-granular levels in business operations. Leveraging operational big data to improve business operations can create a sustainable competitive advantage to organizations. In this paper, we argue that operational big data is ”dead data” unless it is contextualized and made actionable for line-of-business users. Moreover, we explain how organizations can use SAP Operational Process Intelligence and the power of HANA to first, contextualize operational big data for real-time operational intelligence, second, provide line-of-business users visibility into business operations and business situations as they evolve and third, propose appropriate actions to respond to these business situations and help them reach business outcomes.

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