Organizational learning in shop floor level

2016 ◽  
Vol 23 (5) ◽  
pp. 274-298 ◽  
Author(s):  
Che Keung Cheung ◽  
Shuang Geng ◽  
Kong Bieng Chuah ◽  
Yiu Chung Chau ◽  
Kar Fai Kwong
Keyword(s):  
Organizational Learning ◽  
Action Learning ◽  
Performance Measure ◽  
Fine Tuning ◽  
Shop Floor ◽  
Implementation Framework ◽  
Content Type ◽  
Floor Level ◽  
Pilot Implementation ◽  
And Performance

Purpose This paper aims to present the result of the pilot run of a research project which aims at evaluating the applicability of project-based action learning (PAL) to shop floor organizational learning (OL) component in a manufacturing company in Dongguan, China. How the PAL framework was introduced and implemented is described. The factors that influence PAL implementation are examined in this pilot implementation. The implications and effectiveness are discussed. The findings shed light on the modifications needed in the PAL framework for shop floor implementation. Design/methodology/approach This is a longitudinal case research which is conducted in a case company (APT) located in Dongguan, China. PAL framework was introduced and implemented in APT. A wave-like approach was used to repeat launching PAL projects in cycles. Data of learning and work performances were collected for review during each phase and each cycle of the project. The result presented here is from the early round of the pilot PAL implementation. Findings Result indicated that the PAL framework is applicable in the shop floor level OL. Learning and performance have been found to have improved in all the PAL groups participating in the pilot run. Result also shows that the PAL implementation framework needs some fine tuning to meet the needs of the unique shop floor environment particularly with regard to performance measure and evaluation. Originality/value No such case study has been conducted in shop floor level before. The research study will be valuable experience and example for other organizations to implement OL in shop floor level.

Using an implementation science approach to build leader facilitation capability in healthcare: a novel approach for enhancing action learning set facilitation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jodie Shoobridge ◽  
Tim Schultz ◽  
Gill Harvey ◽  
Neil Kirby
Keyword(s):  
Health Services ◽  
Implementation Science ◽  
Action Learning ◽  
Organisational Change ◽  
Implementation Framework ◽  
Research Implementation ◽  
Content Type ◽  
Learning Set ◽  
Services Implementation ◽  
Learning Sets

PurposeThe study describes the implementation of a novel strategy, entitled the Action Learning Set Facilitation Model, to develop internal facilitation capability to lead change. The Model incorporated the Novice-Experienced-Expert pathway, a facilitation development approach underpinning the integrated-Promoting Action on Research Implementation in Health Services Implementation Framework, with action learning methodology.Design/methodology/approachA mixed-methods descriptive approach reports the results of 22 interviews, 182 Action Learning Sets and 159 post program survey data sets to explore facilitator experiences, strengths and potential application of the Model.FindingsAt program completion, five novice (of 174) and one experienced (of 27) facilitator transitioned to the next facilitation level. The three groups of facilitators described positive change in confidence and facilitation skill, and experience of action learning sets. Inconsistencies between self-report competence and observed practice amongst novices was reported. Novices had decreasing exposure to the Model due to factors related to ongoing organisational change. Internal facilitators were considered trusted and credible facilitators.Research limitations/implicationsThere are practical and resource implications in investing in internal facilitation capability, noting proposed and real benefits of similar development programs may be compromised during, or as a consequence of organisational change. Further research describing application of the facilitation model, strategies to enhance multisystemic support for programs and evaluation support are suggested.Practical implicationsThe Action Learning Set Facilitation Model offers promise in developing internal facilitation capability supporting change in organisations. Critical success factors include building broad scale internal capability, stable leadership and longitudinal support to embed practice.Originality/valueThis is the first application of the facilitation component of the integrated-Promoting Action on Research Implementation in Health Services implementation framework embedded to action learning sets as an implementation science strategy for leader development supporting organisational change.

Enabling continuous learning and quality improvement in health care

2018 ◽  
Vol 31 (6) ◽  
pp. 587-599 ◽  
Author(s):  
Robert William Smith ◽  
Elaina Orlando ◽  
Whitney Berta
Keyword(s):  
Quality Improvement ◽  
Organizational Learning ◽  
Performance Management ◽  
Future Research ◽  
Performance Management System ◽  
Continuous Learning ◽  
Learning Models ◽  
Content Type ◽  
Organizational Learning Theory ◽  
And Performance

Purpose The purpose of this paper is to examine how the design and implementation of learning models for performance management can foster continuous learning and quality improvement within a publicly funded, multi-site community hospital organization. Design/methodology/approach Niagara Health’s patient flow performance management system, a learning model, was studied over a 20-month period. A descriptive case study design guided the analysis of qualitative observational data and its synthesis with organizational learning theory literature. Emerging from this analysis were four propositions to inform the implementation of learning models and future research. Findings This performance management system was observed to enable: ongoing performance-related knowledge exchange by creating opportunities for routine social interaction; collective recognition and understanding of practice and performance patterns; relationship building, learning for improvement, and “higher order” learning through dialogue facilitated using humble inquiry; and, alignment of quality improvement efforts to organizational strategic objectives through a multi-level feedback/feed-forward communication structure. Research limitations/implications The single organization and descriptive study design may limit the generalizability of the findings and introduce confirmation bias. Future research should more comprehensively evaluate the impact of learning models on organizational learning processes and performance outcomes. Practical implications This study offers novel insight which may inform the design and implementation of learning models for performance management within and beyond the study site. Originality/value Few studies have examined the mechanics of performance management systems in relation to organizational learning theory and research. Broader adoption of learning models may be key to the development of continuously learning and improving health systems.

Operational performance measures for startups

2018 ◽  
Vol 22 (1) ◽  
pp. 31-41 ◽  
Author(s):  
Nopadol Rompho
Keyword(s):  
Performance Measures ◽  
Statistical Tests ◽  
Chief Executive ◽  
Performance Measure ◽  
Survey Method ◽  
Analysis Tool ◽  
Content Type ◽  
Perceived Importance ◽  
Large Corporations ◽  
And Performance

PurposeThe purpose of this study is to investigate the uses of performance measures in startup firms, including perceived importance and performance of those measures. Design/methodology/approachThe survey method is used in this study. Data are collected from founders/chief executive officers/managers of 110 startups in Thailand. The correlation analysis and analysis of variance techniques are used as the analysis tool in this study. FindingsThe results show that there is a positive relationship between the perceived importance and the performance of each metric. However, no significant differences are found in the importance and performance of each metric among the various stages of startups. Research limitations/implicationsBecause there are so few startups compared to large corporations, the sample size of this study is relatively small, which is a limitation for some statistical tests. Practical implicationsStartup should measure and monitor the correct metrics in a particular stage, instead of trying to perform well in all areas, which will lead them to lose focus, and possibly even fail. Results obtained from this study will aid startups in properly monitoring and managing their performance. Originality/valueUnlike large corporations, the performance measures used by startups vary, and depend on a startup’s stage and type. Because of the fact that there are much fewer startups than large corporations, there are a limited number of studies in this area. This research is among the first studies that try to investigate the uses of performance measure for this new type of organizations.

Perceptions and performance of knowledge workers transitioning from single-cell offices to shared workspaces: evidence from panel data

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rachel Lopes Morrison ◽  
Philip Stahlmann-Brown
Keyword(s):  
Single Cell ◽  
Knowledge Workers ◽  
Performance Measure ◽  
Content Type ◽  
Environment Quality ◽  
Shared Spaces ◽  
Shared Workspaces ◽  
Before And After ◽  
Quasi Experimental ◽  
And Performance

Purposeto evaluate the experiences of knowledge workers who work in shared workspaces and those who moved from single-cell offices to shared workspaces.Design/methodology/approachKnowledge workers were surveyed before and after 34% moved from single-cell offices to shared workspaces. The authors exploit this panel design in the analysis.FindingsShared offices were rated as providing more distraction, less privacy and worsened indoor environment quality (IEQ) (p < 0.05). Perceptions of collaboration and networking also declined in shared workspaces. Distraction and a lack of privacy were negatively associated with self-reported productivity (p < 0.10). Neither IEQ nor collaboration nor networking was significantly associated with productivity. The perceptions of those who moved to shared workspaces and those who had worked in shared workspaces all along were statistically indistinguishable.Research limitations/implicationsThe quasi-experimental control provides evidence that it is the office type, not the experience of moving, that accounts for the evaluative changes. There are limitations inherent in using a self-rating performance measure.Practical implicationsOrganisations should be aware that the positive outcomes ascribed to shared spaces may not be apparent and that demands may outweigh benefits.Originality/valueKnowledge workers are particularly impacted by distraction and interruptions to concentrated work. The quasi-experimental design controlled for the Hawthorne effect, demonstrating that it is the office type, not the move, that accounts for differences in perceptions.

Organizational learning? Look again

2016 ◽  
Vol 23 (5) ◽  
pp. 332-341 ◽  
Author(s):  
Stuart Belle
Keyword(s):  
Organizational Learning ◽  
Good Governance ◽  
Theory Development ◽  
Knowledge Generation ◽  
Content Type ◽  
Empirical Inquiry ◽  
Critical Elements ◽  
History Of ◽  
Nuanced Understanding ◽  
And Performance

Purpose Despite the growth in research on conditions for successful learning by organizations and the introduction of expanding practices and approaches, a progressive and shared understanding of the link between organizational learning and governance is currently missing. This paper aims to take a closer look at organizational learning from a governance angle alongside an institution’s strategic and performance improvement goals. Design/methodology/approach This article takes a reflective approach through which the author’s observations and experiences in guiding organizational learning efforts are presented. Findings The nature of participation and advances in learning how to participate in organizational learning are noted as areas for further inquiry. Dimensions such as desirability, discipline, decision-making, democracy and dividend are presented as critical elements through which organizational learning as governance can be better understood. This novel view of organizational learning is suggested to require more thoughtful and sensitive empirical inquiry and theory development, particularly in contexts with a history of less-than-good governance. Originality/value This viewpoint makes an original contribution to the literature by introducing a new lens through which a deeper and more nuanced understanding of the practices, processes and performance of organizational learning can be further pursued. The article invites researchers, practitioners and leaders in organizations to take another look at how knowledge generation and use is governed. This paper also positions developing and less-developed contexts as ripe and necessary fields within which organizational learning capacities should be explored and strengthened.

A teaching note on the controllability “Principle” and performance measurement

2017 ◽  
Vol 30 (3) ◽  
pp. 301-311
Author(s):  
Steven T. Schwartz ◽  
Eric E. Spires ◽  
Richard A. Young
Keyword(s):  
Performance Evaluation ◽  
Performance Measure ◽  
Management Control ◽  
Accounting Students ◽  
Finished Good ◽  
Content Type ◽  
Final Assembly ◽  
Intermediate Measure ◽  
And Performance

Purpose The purpose of this note is to expose accounting students and others to recent findings in management control, specifically to the relationship between the informativeness of a performance measure and its usefulness in performance evaluation. Design/methodology/approach Numerical examples illuminate key ideas and are easy to follow and replicate by students. Findings Seemingly in contradiction to the controllability principle, performance measures that are informative about actions taken by employees are not necessarily useful for performance evaluation. This occurs when the performance being measured is related to an intermediate task, such as prepping items prior to final assembly. If prepping is an important factor in the quality of not only the intermediate good but also the finished good, and the quality of the finished good can be reasonably measured, it may not be useful to measure the prepping performance. This result holds even if obtaining the intermediate measure is costless and the intermediate measure provides unique information on the effort given to the intermediate task. Originality/value Opportunities to measure employees’ intermediate outputs are ubiquitous; therefore, judicious decisions should be made regarding the use of limited monitoring resources. This note contains intuitive, easy-to-follow illustrations (based on recent findings) that will help students and others identify situations where such evaluations are more and less useful.

scholarly journals A review of knowledge management about theoretical conception and designing approaches

2018 ◽  
Vol 2 (1) ◽  
pp. 42-51 ◽  
Author(s):  
Tingwei Gao ◽  
Yueting Chai ◽  
Yi Liu
Keyword(s):  
Knowledge Management ◽  
Theoretical Basis ◽  
Design Methodology ◽  
Performance Measure ◽  
Research Trend ◽  
Future Research ◽  
Comprehensive Review ◽  
Content Type ◽  
Theoretical Conception ◽  
And Performance

Purpose The main purpose of this paper is to conduct an in-depth theoretical review and analysis for the fields of knowledge management (KM) and investigate the future research trend about KM. Design/methodology/approach At first, few theoretical basis about KM which include definitions and stages about KM have been summarized and analyzed. Then a comprehensive review about the major approaches for designing the KM system from different perspectives including knowledge representation and organization, knowledge sharing and performance measure for KM has been conducted. Findings The contributions of this paper will be useful for both academics and practitioners for the study of KM. Originality/value For this research, the focus is on conducting an in-depth theoretical review and analysis of KM.

Learning from rivals: the memory-inconsistent strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chuandi Jiang ◽  
Jeffrey Muldoon ◽  
Hadi Alhorr
Keyword(s):  
Organizational Learning ◽  
New Ventures ◽  
Organizational Memory ◽  
Strategic Decision ◽  
New Venture ◽  
Multiple Sources ◽  
Content Type ◽  
Strategic Resources ◽  
Organizational Inertia ◽  
And Performance

PurposeThe purpose of this paper is to examine the role of competitive memory that assists the new ventures to overcome challenges due to the liability of newness in the strategic adaptation stage.Design/methodology/approachThis is a conceptual paper. Through a critical literature review on new venture survival and organizational memory, the authors identified the possibility for new ventures to learn from other firms from organizational learning and resource-based perspectives.FindingsThe authors found that new ventures can acquire and analyze the existing rivals' strategic moves documented in multiple sources, such as published yearbook, financial report, media, etc., and develop their own strategies. New ventures can also benefit from the relatively high degree of organizational inertia of existing rivals.Practical implicationsNew venture survival and performance are substantially affected by the initial organizational learning and strategic decision-making. Applying the memory-inconsistent strategy (MIS), new ventures that lack competitive experiences can learn from their rivals by internalizing the rivals' competitive memory as strategic resources and utilizing such resources to develop a competitive strategy.Originality/valueNew venture research in competitive markets focuses on the challenges and difficulties due to the lack of experiences, neglecting the fact that new ventures can learn from competitive memories of existing rivals. However, the lack of competitive experiences also means a lower degree of organizational inertia and other strategic commitments. The authors introduce the MIS and suggest that new ventures can benefit from strategic flexibility and create a temporary competitive advantage by surprising existing firms.

Hybrid Algorithms for Manufacturing Rescheduling

2012 ◽  
pp. 1488-1516
Author(s):  
Luisa Huaccho Huatuco ◽  
Ani Calinescu
Keyword(s):  
Complexity Analysis ◽  
Case Study Research ◽  
Research Work ◽  
Performance Measure ◽  
Hybrid Algorithms ◽  
Shop Floor ◽  
Manufacturing Companies ◽  
Commodity Production ◽  
And Performance ◽  
Machine Utilisation

This chapter investigates manufacturing rescheduling of customised production and compares the results with those found for commodity production in earlier research by the authors. The hybrid rescheduling algorithms presented in this chapter were obtained by combining two key rescheduling-related elements found in the literature (a) rescheduling criteria (i.e., job priority, machine utilisation and right-shift delay) with (b) level of disruption transmitted to the shop-floor due to rescheduling (i.e., High disruption and Low disruption). The main advantage of hybrid rescheduling algorithms over individual rescheduling algorithms consists of their ability to combine the main features of two different algorithms, in order to achieve enhanced performance, depending on the objective of the organisation. The five hybrid rescheduling algorithms taken into account in this chapter are: Priority High, Priority Low, Utilisation High, Utilisation Low and Right-Shift. The authors’ case study research in three manufacturing companies has identified the use of a set of these hybrid algorithms in practice. Each of the case studies is evaluated in terms of time-based performance in three main areas: suppliers’ interface, internal production and customers’ interface. This evaluation is carried out for both customised and commodity production, using the same hybrid rescheduling algorithms and performance measure the authors used in their previous research work, for comparability purposes (i.e. the entropic-related complexity). The findings show that customised production exhibits a lower entropic-related complexity than commodity production. Although this behaviour may seem unexpected, the entropic-related complexity analysis allows for an interpretation / understanding of its underlying reasons. For example, companies making customised products first agreed the specifications of the products with the customer, and then they mutually agreed on a contract which would financially protect manufacturers (should last minute customer changes occur), by specifying analytically determined penalties or premium charges. Furthermore, a set of recommendations were made to the companies involved in this research study based on the analysis presented in this chapter, such as the need for manufacturing organisations of customised products to ensure they have dependable suppliers, and that, internally, they plan for and embed sufficient spare capacity to cope with internal or external disturbances.

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