Inter-organizational learning within an organization? Mainstreaming gender policies in the Swedish ministry of foreign affairs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marte C.W. Solheim ◽  
Sigrun Marie Moss
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Learning Processes ◽  
Foreign Affairs ◽  
Gender Mainstreaming ◽  
Organizational Processes ◽  
Content Type ◽  
Single Complex ◽  
Gender Policies ◽  
Different Parts

Purpose The purpose of this paper is to explain how theories of inter-organizational learning can create new insights and nuances to how processes of intra-organizational learning come about in a single, complex and multi-sited organization. Design/methodology/approach A constructivist thematic analysis of the “Handbook of Feminist Foreign Policy” produced by the Swedish Ministry of Foreign Affairs (SMFA) is completed, exploring the organization’s own presentation of the complex learning processes that took place when implementing the new policy in 2014. Findings The literature on inter-organizational learning has a so far unexplored explanatory potential to understand learning processes that take place in complex, multi-sited organizations. This case demonstrates why and how this potential is relevant to exploit. Five themes are constructed from the analysis; four pointing out how gender mainstreaming is spread throughout the different parts of the organization and one detailing how the learning process has provided the SMFA knowledge exportable to other organizations. Originality/value Due to the complexity in large, multi-sited organizations today, this paper argues what is classically understood as solely inter-organizational processes could also apply to a single organization, as the learning processes this engages in, transitions intra- and inter-organizational learning. The study advances current understandings through exploring mechanisms of gender mainstreaming.

Learning with startups: an empirically grounded typology

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Annika Steiber ◽  
Sverker Alänge ◽  
Vincenzo Corvello
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Learning Processes ◽  
Organizational Ambidexterity ◽  
Content Type ◽  
Organizational Learning Theory ◽  
Correct Model ◽  
Key Characteristics ◽  
Operational Models ◽  
Practical Implications

Purpose Corporate-startup collaboration is an opportunity for inter-organizational learning. This paper aims to develop an empirically grounded typology to guide researchers and managers in choosing a model that is coherent with the underlying learning processes. Design/methodology/approach The empirical research consisted of three phases. First, 30 large companies were interviewed to identify different models of interaction. Second, eight different models and cases were selected, and a list of key characteristics of each model was drawn based on the empirical data, obtaining a first typology. Third, the typology was tested, improved and validated on nine corporations. Findings The main result of the study is an empirically grounded typology of models for corporate-startup interaction and inter-organizational learning. Six dimensions distinguish each model from the others. Research limitations/implications The paper contributes to extend the literature on inter-organizational learning through different models of corporate-startups interaction. It also contributes to organizational ambidexterity theory, showing how collaboration with startups can improve exploitation and exploration. Practical implications The typology provides an instrument for analyzing and selecting operational models for corporate-startup collaboration and learning. The models can be modified or broadened, creating new hybrids. Originality/value The paper presents a novel way of looking at corporate-startup relations by studying them through the lens of organizational learning theory. It explains the existence of different inter-organizational arrangements and provides guidance in selecting the correct model.

scholarly journals Ambidexterity and organizational learning: revisiting and reconnecting the literatures

2019 ◽  
Vol 26 (4) ◽  
pp. 337-351 ◽  
Author(s):  
Jacob Brix
Keyword(s):  
Organizational Learning ◽  
Absorptive Capacity ◽  
Empirical Data ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Seminal Paper ◽  
Content Type ◽  
New Model ◽  
Multiple Levels

PurposeThe purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity and organizational learning, since James March published his seminal paper in 1991. The goal of the paper is to provide a synthesis of exploration and exploitation based on the two areas of literature.Design/methodology/approachThe study is conceptual and no empirical data have been used.FindingsThe study advances current understanding of exploration and exploitation by building a new model for organizational ambidexterity that takes into account multiple levels of learning, perspectives from absorptive capacity and inter-organizational learning.Originality/valueThe study’s novelty lies in the creation and discussion of a synthesis of exploration and exploitation stemming from organizational ambidexterity and organizational learning.

Towards a framework for performing outsourcing capability

2014 ◽  
Vol 7 (3) ◽  
pp. 226-252 ◽  
Author(s):  
Sankalp Pratap
Keyword(s):  
Conceptual Framework ◽  
Design Methodology ◽  
Optimal Management ◽  
Organizational Processes ◽  
Ongoing Activity ◽  
Content Type ◽  
Fast Growing ◽  
The Core ◽  
Successes And Failures

Purpose – The aim of this paper is to go beyond the “What to outsource” and “To Outsource or Not” debate. Recognizing outsourcing as a fast growing reality that firms have to depend upon, the paper concerns itself with optimal management of outsourcing arrangements through the practice of “outsourcing capability”. It argues that outsourcing failure can be mitigated if organizations see outsourcing as an “ongoing activity” to be managed as opposed to treating it as a one-time opportunistic “act”. Design/methodology/approach – Based on the review of existing literature and drawing upon recent instances of outsourcing successes and failures, the paper develops a conceptual framework which divides various organizational processes into four different classes. It delineates the varied aspects of “outsourcing capability” that a firm would need to use to manage these varied class of processes as and when they are outsourced. Findings – There is no “one-size-fits-all” approach to managing outsourced processes. Different processes require emphasis on different aspect of outsourcing capability if outsourcing is to deliver the envisaged benefits. Originality/value – The traditional focus in outsourcing literature has been on the core/non-core process with the recommendation to keep core processes in-house and outsource the non-core processes. This distinction can be transitory and hence detrimental in the era of hyper-competition. I argue that firms should instead focus on developing and refining aspects of “outsourcing capability” relevant to the varied class of processes that they wish/need to outsource.

On dialectics in theorizing: the contingent nature of organizational learning

2020 ◽  
Vol 28 (4) ◽  
pp. 957-968
Author(s):  
Norman Meisinger
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Content Type ◽  
The Core ◽  
The Past ◽  
Conceptual Study

Purpose During the past decades, numerous contributions to organizational learning have emerged. However, these theories are plagued by the same paradoxical core that prevents organizational learning from being unambiguously determined or stably located throughout the entire organization and its individuals. The purpose of this paper is to understand how researchers approach this issue. Design/methodology/approach Through a meta-lens, this conceptual study observes how researchers are taming the paradox of organizational learning, referring exclusively to the theories that deal with its inherent paradox. Findings The author distinguishes fundamentally different theorizing strategies. Therefore, the paper aims not to sharpen the elusive and fuzzy nature of organizational learning but to sharpen the elusive understanding that its nature is fuzzy. As a consequence, the study further emphasizes how challenging an instrumental use of the academic construct of organizational learning for practicing managers outside research laboratories is. Originality/value The paper contributes (first) to the core understanding of the inherently conflicting construct of organizational learning by (second) uncovering the dialectics of the theories concerning it – the former only becomes feasible as a result of the latter.

scholarly journals Metadata categorization for identifying search patterns in a digital library

2019 ◽  
Vol 75 (2) ◽  
pp. 270-286 ◽  
Author(s):  
Tessel Bogaard ◽  
Laura Hollink ◽  
Jan Wielemaker ◽  
Jacco van Ossenbruggen ◽  
Lynda Hardman
Keyword(s):  
Digital Libraries ◽  
Design Methodology ◽  
Collection Management ◽  
Content Type ◽  
Faceted Search ◽  
Geographical Regions ◽  
Search Patterns ◽  
Search Logs ◽  
Historical Periods ◽  
Different Parts

Purpose For digital libraries, it is useful to understand how users search in a collection. Investigating search patterns can help them to improve the user interface, collection management and search algorithms. However, search patterns may vary widely in different parts of a collection. The purpose of this paper is to demonstrate how to identify these search patterns within a well-curated historical newspaper collection using the existing metadata. Design/methodology/approach The authors analyzed search logs combined with metadata records describing the content of the collection, using this metadata to create subsets in the logs corresponding to different parts of the collection. Findings The study shows that faceted search is more prevalent than non-faceted search in terms of number of unique queries, time spent, clicks and downloads. Distinct search patterns are observed in different parts of the collection, corresponding to historical periods, geographical regions or subject matter. Originality/value First, this study provides deeper insights into search behavior at a fine granularity in a historical newspaper collection, by the inclusion of the metadata in the analysis. Second, it demonstrates how to use metadata categorization as a way to analyze distinct search patterns in a collection.

scholarly journals Organizing for inter-organizational learning in service networks

2019 ◽  
Vol 26 (3) ◽  
pp. 276-288 ◽  
Author(s):  
Jean-Paul Peronard ◽  
Jacob Brix
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Network Performance ◽  
Allocation Of Resources ◽  
Learning Context ◽  
Service Networks ◽  
Service Network ◽  
Content Type ◽  
Learning Challenges ◽  
Practical Implications

Purpose The purpose of this study is to consolidate existing research on ‘service networks’ and to frame this literature as a new ‘context for learning’. Research from inter-organizational learning is used to qualify this consolidation and advances from inter-organizational learning are used to operationalize how service network actors in this new context can organize for inter-organizational learning to create more value for themselves and their customers. Design/methodology/approach By conceptualizing the learning context of a service network and the interrelated dimensions, an overview of the learning challenges for improved service performance is provided. Findings Inspired by the service triangle, the proposed framework highlights the learning challenges among two or more actors and the knowledge and skills needed for them to organize the service network. To build a collaboration characterized by trust, behaviors associated with transparency and receptivity are argued to be imperative. Practical implications The framework can increase the opportunities for inter-organizational learning in a service network. Knowing the learning context and the challenges associated with this learning allows for a more accurate intervention and allocation of resources to improve service network performance. Originality/value The novelty lies in the consolidation of the literature of service networks and the extension of the literature on inter-organizational learning hereto.

New learning and old learning

2020 ◽  
Vol 34 (6) ◽  
pp. 21-23
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Management Processes ◽  
New 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 his/her own impartial comments and places the articles in context. Findings Organizational learning is one of those themes that everyone within a firm can get on board with. It sounds important and logical, and no one is going to argue against organizational learning, are they? Once the HR department declares your firm a “learning organization” and ensures that knowledge management processes are updated, new training is rolled out and mentoring introduced across hierarchies, everyone will be happy in the knowledge that they are now part of a learning organization. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives 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.

Firm exporting and investment in exploratory and exploitative R&D

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yi Ke ◽  
Marios Kafouros ◽  
Haifeng Yan
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Generalized Least Squares ◽  
Learning Opportunities ◽  
Significant Positive Effect ◽  
Content Type ◽  
Different Types ◽  
D Investment ◽  
Positive Effect ◽  
Practical Implications

Purpose This study aims to investigate how firms’ internationalization activities through exporting influence their organizational learning. Specifically, this study examines how the level of exporting and geographic market scope impact a firm’s exploratory and exploitative R&D investment differently. Design/methodology/approach Using a sample of 7,055 firms in Spain during the period 2006–2011, the study uses regression analysis (generalized least squares random effects) to test various hypotheses. Findings Although exporting improves organizational learning, learning opportunities vary for different aspects of exporting. Specifically, the level of a firm’s exporting has a significant positive effect on its exploitative R&D investment, whereas geographic market scope of a firm increases its exploratory R&D investment. Practical implications The findings can aid in shaping policies and firms’ decisions pertaining to exporting and exploratory and exploitative R&D investment. As the findings indicate that, the determinants of exploratory and exploitative R&D investment are different, managers and policymakers, who aim at a specific type of R&D investment, should understand which exporting strategy they should pursue. Originality/value Prior research suggests that exporting improves organizational learning. This study extends this knowledge by showing that different aspects of exporting, specifically, the level of exporting and geographic market scope, drive different types of organizational learning.

Facilitating organizational learning in the Russian business context

2015 ◽  
Vol 22 (6) ◽  
pp. 306-316 ◽  
Author(s):  
Mariia Molodchik ◽  
Carlos Jardon
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Learning ◽  
Positive Impact ◽  
Specific Model ◽  
Learning Processes ◽  
Content Type ◽  
Business Context ◽  
Doing Business ◽  
Structural Relationships

Purpose – The paper aims to identify particular traits of the Russian context which condition two key enablers of organizational learning: organizational culture and transformational leadership. Design/methodology/approach – Drawing on a literature review, the study determines management challenges by implementation of organizational learning in the Russian business context. Taking this into account, the authors suggest specific model of organizational learning which contains organizational learning processes, organizational culture oriented towards learning and transformational leadership. Empirical justification of this model is provided using a sample of more than 100 respondents. Partial least squares-analysis is applied to define structural relationships between the elements of proposed model. Findings – The study reveals the positive and significant influence of transformational leadership and an organizational culture on organizational learning processes. Moreover, transformational leadership is shown to have a positive impact on an organizational culture, confirming the hypothesis regarding the pivotal role of leaders in the Russian business context. Research limitations/implications – The findings of this study can assist managers doing business in Russia to improve organizational learning processes. The size of the sample appears to be the main limitation of this study. Questions that might also be addressed in additional research concern the influence of organizational learning on the performance of Russian companies. Originality/value – The paper contributes to a better understanding of the barriers and stimuli exacted on organizational learning and provides empirical evidence of organizational learning practices of Russian companies.

Organizations, gender and learning

2018 ◽  
Vol 32 (4) ◽  
pp. 25-27
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
The Other ◽  
Content Type ◽  
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 Organizations need to use, create, and share knowledge to gain competitive advantage. Many organizations are traditionally based on a male culture. This means that men are seen as the “norm” and women as the “other.” Women, thus, feel excluded and their voices, opinions, and knowledge go unheard. This can be detrimental to successful organizational learning. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives 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.

Sign in / Sign up

Export Citation Format

Share Document