scholarly journals Organizational learning and bureaucracy: an alternative view

2020 ◽  
Vol 27 (5) ◽  
pp. 403-415
Author(s):  
Jonas A. Ingvaldsen ◽  
Vetle Engesbak
Keyword(s):  
Organizational Learning ◽  
Knowledge Creation ◽  
Large Scale ◽  
Production Systems ◽  
Alternative View ◽  
Managerial Control ◽  
Process Industries ◽  
Dual Nature ◽  
Content Type ◽  
Periodic Replacement

Purpose This paper aims to reconceptualize the relationship between organizational learning and bureaucracy. Although the two are generally considered to be antithetical, this paper shows that, in some organizations, bureaucracy can be functional for organizational learning. Design/methodology/approach The central argument is theoretical and builds on two main ideas: firstly, the nature of knowledge creation and organizational learning is conditioned by the organization’s main technological characteristics; and secondly, bureaucracy has a dual nature as an instrument of managerial control and as a vehicle of large-scale collaboration. This study uses examples from process industries as empirical illustrations. Findings As products and production systems come to embody deeper and more diverse knowledge, their development takes on an increasingly collaborative character. The need to integrate differentiated knowledge and material artefacts calls for specialization, formalization, centralization and staff roles. Hence, technological complexity drives a bureaucratization of organizational learning. Research limitations/implications The core argument is developed with reference to industries where organizational learning involves the accumulation of knowledge, not its periodic replacement associated with technological shifts. Its relevance outside these industries remains to be assessed. Practical implications Organizations, whose knowledge creation fits the pattern of creative accumulation, should learn to harness formal structures for large-scale collaboration. Originality/value The main thesis runs counter to mainstream perspectives on organizational learning. This paper explores organizational learning in sectors that have received little attention in debates about organizational learning.

The truth (as I see it): philosophical considerations influencing a typology of fake news

2019 ◽  
Vol 29 (2) ◽  
pp. 150-158
Author(s):  
Caitlin Candice Ferreira ◽  
Jeandri Robertson ◽  
Marnell Kirsten
Keyword(s):  
Knowledge Creation ◽  
Design Methodology ◽  
Alternative View ◽  
Extensive Literature ◽  
Fake News ◽  
Power Structures ◽  
Content Type ◽  
Conceptual Paper ◽  
Practical Implications

Purpose The purpose of this paper is to provide an overview of the philosophical considerations of fake news and provide an alternative view to current conceptualizations of its binary nature. Through an evaluation of existing research, a typology of fake news is presented that considers the possibility that the propagation of fake news about a brand, may be stemming from the brand itself, a previously unexplored field in the literature. Design/methodology/approach This is a conceptual paper based on extensive literature review on the fields of fake news and knowledge creation, resulting in the creation of a synthesized typology. Findings The role of power structures greatly influences the ability for a brand to respond to fake news. Externally constructed disinformation is seemingly more difficult for a brand to address, as a result of having limited control over the message. Internally constructed information, while stemming from the brand itself provides the brand with more control, but a greater public distrust as the source of the fake news seems to confirm the disinformation. Practical implications This paper presents a typology that contrasts the source of the construction of disinformation and the extent to which the facts have been fabricated. Furthermore, this paper provides future researchers with an alternate understanding of the conceptualization of fake news. Originality/value This paper is the first of its kind to establish a typology of fake news on the basis of the source of construction of disinformation. The source plays an important role when assessing the associated brand risks and developing an approach to combat potential negative implications.

Developing complex-project capability through dynamic organizational learning

2015 ◽  
Vol 8 (4) ◽  
pp. 732-754 ◽  
Author(s):  
Terence Ahern ◽  
P.J. Byrne ◽  
Brian Leavy
Keyword(s):  
Organizational Learning ◽  
Knowledge Creation ◽  
Linear Problem ◽  
Continuous Learning ◽  
Content Type ◽  
Complex Projects ◽  
Non Linear ◽  
Complex Project ◽  
Knowledge Uncertainty ◽  
Practical Implications

Purpose – The purpose of this paper is to extend the learning boundaries of traditional project capability, which follows the linear planning paradigm, in order to include non-linear complex projects that cannot be completely specified and planned in advance, and so require continuous learning over their life cycles. Design/methodology/approach – Based on an earlier empirical investigation, where complex-project capability (CPC) is developed through dynamic organizational learning based on non-linear problem solving, the paper examines some of the conceptual and practical implications of this process insight. The focus here is on incomplete pre-given knowledge and emergent knowledge creation during CPC development. Findings – Using the three interrelated dimensions of project type, knowledge creation method, and organizational learning approach, the paper reinterprets Karl Popper’s linear problem solving model for learning in traditional projects by introducing the concept of knowledge entropy (disorder) for learning in non-linear complex projects. The latter follows a path from “order to disorder to order” rather than from “order to order” under traditional assumptions. Research limitations/implications – By identifying a common learning process at individual, group, and organizational levels, developing CPC can be viewed as a “learning organization”. This multi-level approach facilitates research into distributed organizing for emergent knowledge creation during CPC development. Practical implications – In contrast to traditional planned projects with up-front prior knowledge, complex projects are characterized by incomplete knowledge. The challenge of dealing with knowledge uncertainty in complex projects through continuous learning has practical implications for project learning, planning, knowledge management, and leadership. Originality/value – The concept of knowledge entropy (disorder) extends the learning boundaries of traditional projects, where little learning is anticipated, by including complex projects with knowledge uncertainty requiring continuous learning.

Integration of exploitative and exploratory learning

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Large Scale ◽  
Reading Time ◽  
Rich Source ◽  
Exploratory Learning ◽  
Specialized Knowledge ◽  
Content Type ◽  
Pertinent Information

Purpose Extensive collaboration has become critical as increasing complexity of products and processes require firms to access specialized knowledge from diverse sources. Such knowledge provides a rich source of organizational learning that can be best captured and stored through the use of bureaucratic structures to facilitate the necessary large-scale coordination across the firm. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Extensive collaboration has become critical as increasing complexity of products and processes require firms to access specialized knowledge from diverse sources. Such knowledge provides a rich source of organizational learning that can be best captured and stored through the use of bureaucratic structures to facilitate the necessary large-scale coordination across the firm. 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.

Organizational learning: a road map to evaluate learning outcomes in knowledge intensive firms

2015 ◽  
Vol 29 (3) ◽  
pp. 11-14 ◽  
Author(s):  
Arunprasad Purushothaman
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Outcomes ◽  
Large Scale ◽  
Small Scale ◽  
Content Type ◽  
Technology Application ◽  
Organization Transformation ◽  
Software Companies ◽  
Knowledge Intensive

Purpose – The purpose of this paper is to identify and measure the organizational learning outcomes in a sample of knowledge-intensive firms like software companies. Design/methodology/approach – The sample chosen for this study comprised software professionals; the software companies were chosen based on the listing in the National Association of Software and Services Companies annual report with financial turnover as a base for classification. The learning outcomes discussed in this study are grounded on the dimensions of the building blocks of learning organization, which are classified as learning dynamics, organization transformation, knowledge management, people empowerment and technology application. Findings – Statistical analysis revealed significant differences in learning outcomes based on the organization’s age. The organizational learning orientation for medium- and very large-scale companies are on the higher side with reduced organization hierarchy; better technology-based learning; structured knowledge management practices; learning-centric talent acquisition, talent management and total rewards. Small-scale companies fared well in organization transformation dimension and large-scale companies constantly nurture the congenial learning environment. Practical implications – The tool can help knowledge-intensive firms to analyze the extent to which organizational practices aligned with learning initiatives are visibly seen in terms of learning outcomes. Thus, the learning culture can be articulated and associated with the growing needs of an organization. Originality/value – Organizational learning initiatives can be enhanced and reinforced through customized organization practices by observing the measures of learning dimensions.

An integrated framework for prioritizing the outsourcing performance outcomes

2020 ◽  
Vol 13 (4) ◽  
pp. 301-325 ◽  
Author(s):  
Himanshu Prajapati ◽  
Ravi Kant ◽  
Sandeep Mani Tripathi
Keyword(s):  
Large Scale ◽  
Success Factors ◽  
Performance Outcomes ◽  
Significant Implication ◽  
Analytic Hierarchy ◽  
Process Industries ◽  
Content Type ◽  
Critical Success ◽  
Fuzzy Delphi ◽  
Novel Approach

Purpose Outsourcing is a crucial tool for an organization to focus on its core business operations. The purpose of this study is to find critical success factors (CSFs) of outsourcing and to prioritize the performance outcomes of outsourcing because of the adoption of its CSFs. Design/methodology/approach This research proposes the hybrid framework of fuzzy Delphi, fuzzy analytic hierarchy process (F-AHP) and fuzzy additive ratio assessment (F-ARAS) to fulfill the research objectives. Fuzzy Delphi is used to finalize the CSFs of outsourcing and F-AHP provides the relative weights to it. F-ARAS is used to prioritize the outsourcing performance indicators with respect to CSFs. The empirical case investigation of three Indian large-scale public sector process industries is conducted to demonstrate the applicability of the proposed framework. Findings The result shows that increased dominance in core activity, ability to increase or decrease capacity, improved financial performance, optimized resource utilization and increased market share are the top five performance outcomes because of the adoption of outsourcing CSFs. Research limitations/implications Factors such as cultural, political, environmental and size of the organization may have a significant implication on the research results. Originality/value This is a novel approach towards the prioritization of performance outcomes of outsourcing. Moreover, the present research is a helpful tool to manage outsourcing and choosing which performance outcome of outsourcing ought to be used to measure implementation. This will help to recognize potential opportunities and preparing strategic planning for both short-term and long-term goals.

Stress resilience: researching a key competence for professionals in communication management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniel Ziegele ◽  
Ansgar Zerfass
Keyword(s):  
Large Scale ◽  
Interdisciplinary Approach ◽  
Alternative View ◽  
Senior Leaders ◽  
Coping With Stress ◽  
Communication Management ◽  
Stress Resilience ◽  
Content Type ◽  
Novel Concept ◽  
Depth Interviews

PurposeNowadays, communication practitioners are well-equipped with all kinds of skills and competencies. Nevertheless, those capabilities seem not to prevent professionals from stress and burnout. Stress resilience, i.e. the ability to deal with high demands at work, to cope with and recover from stress, seems to be a missing competence. This study sheds light on this important, but barely discussed aspect of communication management.Design/methodology/approachA qualitative approach was applied to understand sources of stress and to identify opportunities to build stress resilience competence. Therefore, 40 in-depth interviews with senior leaders and young professionals in 30 agencies in the largest countries on two continents were conducted (United States vs Germany).FindingsThis study revealed common and threat drivers of stress. Overall, the work environment can be summarised as highly demanding and multifaceted, where stress resilience might be a useful competence to have to be successful and to be protected against negative stress outcomes such as burnout. The study identifies several reasons why resilient professionals are more successful in coping with stress. It is further shown that most communication agencies in the sample have already implemented programmes to increase employees' resilience.Originality/valueThis study offers an alternative view on the much-debated future of work by using an interdisciplinary approach and large-scale, qualitative insights from the agency environment. A novel concept is introduced that can stimulate further research.

Creative destruction and knowledge creation as the mediation between innovation speed and competitiveness of food small and medium-sized enterprises in Malang, Indonesia

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stefanus Yufra M. Taneo ◽  
Djumilah Hadiwidjojo ◽  
Sunaryo Sunaryo ◽  
Sudjatno Sudjatno
Keyword(s):  
Organizational Learning ◽  
Knowledge Creation ◽  
Creative Destruction ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Barriers To Entry ◽  
Innovation Development ◽  
Content Type ◽  
The Creation

Purpose This study aims to examine the role of creative destruction and knowledge creation which is a mediation between the speed of innovation and the competitiveness of food small- and medium-sized enterprises (SMEs). Creative destruction and the creation of competency-based and market-based knowledge are usually carried out by companies in power to create barriers to entry and expand distance with similar businesses, so the role of creative destruction and knowledge creation as mediation to strengthen competitiveness is investigated. Design/methodology/approach The data in this study were collected from 161 UKM which are the population of food UKM in Malang, covering three regions, namely, Malang City, Malang Regency and Batu City. Warp Partial Least Square-Structural Equation Modeling (WarpPLS-SEM) has greater statistical requirements than other covariance-based methods, which are more likely to give results that are in accordance with the conditions of the population (significant if it is actually significant in the population) so that it is very efficient. Findings It is very important for the pace of innovation development to improve the competitiveness of food SMEs. Innovation ideas are quickly realized and products that enter the market faster have greater opportunities to increase competitiveness through profits and productivity. The pace of innovation development increases the competitiveness of food SMEs. This study proves that competitiveness can be increased once the pace of innovation development is followed by creative destruction and knowledge creation. In this case, creative destruction is done through increased competence and maintain the innovations that have been achieved by food SMEs. Increasing business competence can be done through cost efficiency, improving product quality and improving worker skills. This is done while maintaining innovation achieved to strengthen market networks, customer service and innovation in product packaging. The basis of organizational learning is knowledge creation; this point is missing in organizational learning theories. The focus here is on the creation of knowledge as a process, a missing factor in theories about learning organizations. Research limitations/implications This study has limitations that this study analyzes processed foods and innovations in general. Future research should investigate one type of processed food based on an innovation typology so that it can provide more effective and efficient recommendations. Originality/value To the best of the authors’ knowledge, this is the first known analysis of innovation speed and creative destruction for SMEs of food sector.

New evidence on alliance experience and acquisition performance

2015 ◽  
Vol 32 (1) ◽  
pp. 53-73 ◽  
Author(s):  
Yiwei Fang ◽  
Dawei Jin ◽  
Xian Sun ◽  
Haizhi Wang
Keyword(s):  
Organizational Learning ◽  
Large Scale ◽  
Abnormal Returns ◽  
Short Term ◽  
New Markets ◽  
Stock Performance ◽  
Content Type ◽  
Acquiring Firms ◽  
Alliance Experience

Purpose – This study aims to build on the organizational learning theory and propose a complex strategy by combining strategic alliance with subsequent acquisitions to penetrate new product markets. The authors empirically examined whether and to what extent preacquisition alliance experience affects the short- and long-term stock performance of acquiring firms. Design/methodology/approach – Data on acquisitions, in which the acquirers have experience from preacquisition alliance activities in their targets’ respective industry, were collected. Diversifying acquisitions were focused upon to ensure that preacquisition alliance experience is the major source of organizational learning. A standard event study to examine acquirers’ abnormal returns was used and a Fama-French calendar-time portfolio approach to gauge long-run abnormal stock performance was adopted. In addition, regression analysis was conducted to investigate the alliance–acquisition relationship, controlling a set of variables capturing firm and acquisition characteristics. Findings – It has been documented that in the short run, alliance experience may not always benefit acquirers’ stock performance surrounding the acquisition announcements. In particular, for acquiring firms experiencing negative cumulative abnormal returns, investors value alliance experience negatively. However, for up to 36 months after acquisitions, acquirers with alliance experience outperform their counterparts in almost every acquisition category regardless of the short-term announcement returns. Originality/value – The current study has used a large-scale representative sample to investigate the dynamic interaction between alliances and acquisitions as two organizational forms for firms to grow. Findings indicate that firms can deliberately learn from their alliance activities and, later on, enter new markets through acquisitions. More importantly, it was found that, at least for some acquirers, preacquisition alliance activities are associated with worse short-term stock price performance because of possible information spillover and lifted entry barriers. It was confirmed that short-term pain nets long-term gains for acquirers heading into new markets.

Organizational Learning and Multiteam Systems

2019 ◽  
pp. 602-620
Author(s):  
Leslie A. DeChurch ◽  
Gina M. Bufton ◽  
Sophie A. Kay ◽  
Chelsea V. Velez ◽  
Noshir Contractor
Keyword(s):  
Organizational Learning ◽  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Learning Processes ◽  
Organizational Systems ◽  
System Perspective ◽  
Multiteam Systems ◽  
Starting Point ◽  
Emergent States ◽  
Superordinate Goal

Multiteam systems consist of two or more teams, each of which pursues subordinate team goals, while working interdependently with at least one other team toward a superordinate goal. Many teams work in these larger organizational systems, where oft-cited challenges involve learning processes within and between teams. This chapter brings a learning perspective to multiteam systems and a multiteam system perspective to organizational learning. Several classic illustrations of organizational learning—for example, the Challenger and Columbia disasters—actually point to failures in organizational learning processes within and between teams. We offer the focus on intrateam knowledge creation and retention and interteam knowledge transfer as a useful starting point for thinking about how to conceptually and operationally define learning in multiteam systems. Furthermore, we think leadership structures and multiteam emergent states are particularly valuable drivers of learning.

Financial distress determinants among SMEs: empirical evidence from Sweden

2020 ◽  
Vol 47 (3) ◽  
pp. 547-560 ◽  
Author(s):  
Darush Yazdanfar ◽  
Peter Öhman
Keyword(s):  
Financial Crisis ◽  
Financial Distress ◽  
Large Scale ◽  
Global Financial Crisis ◽  
Binary Logistic Regression ◽  
Data Availability ◽  
Cross Sectional ◽  
Data Set ◽  
Content Type ◽  
The Global Financial Crisis

PurposeThe purpose of this study is to empirically investigate determinants of financial distress among small and medium-sized enterprises (SMEs) during the global financial crisis and post-crisis periods.Design/methodology/approachSeveral statistical methods, including multiple binary logistic regression, were used to analyse a longitudinal cross-sectional panel data set of 3,865 Swedish SMEs operating in five industries over the 2008–2015 period.FindingsThe results suggest that financial distress is influenced by macroeconomic conditions (i.e. the global financial crisis) and, in particular, by various firm-specific characteristics (i.e. performance, financial leverage and financial distress in previous year). However, firm size and industry affiliation have no significant relationship with financial distress.Research limitationsDue to data availability, this study is limited to a sample of Swedish SMEs in five industries covering eight years. Further research could examine the generalizability of these findings by investigating other firms operating in other industries and other countries.Originality/valueThis study is the first to examine determinants of financial distress among SMEs operating in Sweden using data from a large-scale longitudinal cross-sectional database.

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