Profiling corporate communications strategy: Mastering organisational learning - A dynamic maturity model for corporate communications strategic management

2013 ◽  
Vol 13 (2) ◽  
pp. 143-165 ◽  
Author(s):  
Lukasz M. Bochenek ◽  
Sam Blili
Keyword(s):  
Strategic Management ◽  
Organisational Learning ◽  
Maturity Model ◽  
Corporate Communications

scholarly journals Improving Municipal Information and Knowledge Management Capabilities: Case Study

2012 ◽  
Vol 11 (04) ◽  
pp. 1250023 ◽  
Author(s):  
Jean-Pierre Booto Ekionea ◽  
Gérard Fillion ◽  
Vivi Koffi
Keyword(s):  
Knowledge Management ◽  
Organisational Learning ◽  
Maturity Model ◽  
Organisational Performance ◽  
Learning School ◽  
Knowledge Management Capabilities ◽  
Management Capabilities ◽  
Different Levels ◽  
Information And Knowledge Management

This study aims to better understand the process of knowledge management capabilities (KMC) development at the municipal context to assess its impact on organisational performance. This process is a part of the organisational learning school that promotes organisational learning processes and knowledge accumulation that could be spread over time and in different levels of maturity. Thus, using the KMC maturity model (KMCMM) which has five levels of maturity, this study helps to better understand the phenomenon of KMC in the municipal context.

An intellectual capital maturity model (ICMM) to improve strategic management in European universities

2015 ◽  
Vol 16 (2) ◽  
pp. 419-442 ◽  
Author(s):  
Giustina Secundo ◽  
Susana Elena- Perez ◽  
Žilvinas Martinaitis ◽  
Karl-Heinz Leitner
Keyword(s):  
Higher Education ◽  
Strategic Management ◽  
Intellectual Capital ◽  
Step Change ◽  
Current Level ◽  
Future Research ◽  
Research Approach ◽  
Maturity Model ◽  
Content Type ◽  
European Universities

Purpose – The public sector is one of the least addressed areas of intellectual capital (IC) research. Universities are an interesting area of investigation because they are considered critical players in the knowledge-based society. The purpose of this paper is to develop a more general, flexible and comprehensive “IC Maturity Model” for Universities (ICMM), a framework for defining and implementing IC measurement and management approaches, as part of the whole strategic management of universities. Thus, the ICMM proposes a staged framework to initiate a step-by-step change within a university based upon its current level of IC management maturity. The different steps of maturity might be an answer to cope with the huge diversity of European universities, some of which have strong managerial orientation, while others follow collegial forms of governance. Design/methodology/approach – The research approach is based on what has been called the “third stage” of IC research (Dumay and Garanina, 2013), focused on the practices of IC approaches rather than on its theoretical conceptualisation. The ICMM has been developed under the “Quality Assurance in Higher Education through Habilitation and Auditing” project framework, initiated by the Executive Agency for Higher Education and Research Funding of Romania (EUFISCDI). Three Mutual Learning Workshops (MLWs) were organised as a mean to bring together 15 international experts and practitioners to share their views and experience on IC reporting and setting up task forces. Findings – An ICMM, which is a flexible model of implementing IC approaches within public universities, is developed. The ICMM provides a theoretical continuum along which the process of maturity can be developed incrementally from one level to the next, moving from IC data collection, awareness of IC, adjustment of IC specific indicators, measurement of IC, reporting of IC, interpretation and decision making, strategy and planning. Research limitations/implications – Future research needs to conduct empirical studies in universities to generalise the effectiveness of the ICMM model and guidelines for implementation. Practical implications – The ICMM provides a staged framework to initiate a step-by-step change within a university based upon its current level of IC management maturity and its IC value creation dynamics. It allows universities to follow different paths, not necessarily a linear sequence. Originality/value – Although several methods for IC measurement and management exist, most of these cannot accommodate the trade-off between the comparability aims and the efforts to capture the institution’s uniqueness when designing an IC model.

scholarly journals Strategic maritime management as a new emerging field in maritime studies

2018 ◽  
Vol 3 (3) ◽  
pp. 290-313 ◽  
Author(s):  
Ping Wang ◽  
Joan Mileski
Keyword(s):  
Strategic Management ◽  
Academic Discipline ◽  
Future Research ◽  
Maturity Model ◽  
Content Type ◽  
Evolution Path ◽  
Maritime Studies ◽  
Dynamic Perspective ◽  
Future Research Directions ◽  
Evolutionary Paths

Purpose This study aims to promote strategic maritime management as a new emerging discipline to foster research in strategic maritime issues. Design/methodology/approach An existing academic discipline maturity model is adapted by including four phases of dynamic evolutionary paths to evaluate the phase of maturity of a research discipline. The model is validated by means of two matured disciplines: strategic management and maritime economics. Findings It is found that the current research of strategic maritime management is at a phase of emergence of discipline and ready to move to the maturity phase. It is also found that the evolution of the path of strategic maritime management resembles the early evolution path of strategic management but lags 30 years behind. Future research directions of strategic maritime management can be referred to the research streams in the maturity phase of strategic management. Research limitations/implications The adapted academic discipline maturity model brings in the longitudinal and dynamic perspectives of the evolution of an academic discipline, which helps maritime strategists identify gaps and opportunities and evaluate the appropriateness of applying a strategic management paradigm to a specific research topic. Originality/value The adapted academic discipline maturity model brings in the longitudinal and dynamic perspective of the evolution of an academic discipline, which helps maritime strategists define the gaps and opportunities in strategic maritime management research.

scholarly journals Knowledge and strategic management

2012 ◽  
Vol 52 (No. 3) ◽  
pp. 101-106 ◽  
Author(s):  
J. Hron
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Current Development ◽  
Resource Based View ◽  
Management Knowledge ◽  
Recent Developments ◽  
Tacit And Explicit Knowledge

The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.

scholarly journals The Coaching Black Box: Risk Mitigation during Change Management

2021 ◽  
Vol 14 (8) ◽  
pp. 344
Author(s):  
William Percy ◽  
Kevin Dow
Keyword(s):  
Change Management ◽  
Strategic Management ◽  
Professional Learning ◽  
Risk Mitigation ◽  
Knowledge Exchange ◽  
Organisational Learning ◽  
Management Approach ◽  
Management Process ◽  
Strategic Renewal ◽  
Data Driven Approach

A case study of strategic renewal in the Chinese education market, this paper explores a non-directive coaching model and its impact on risk mitigation, knowledge exchange and innovation in strategic renewal through the application of multi-tiered coaching and manager coaches. Through an ethnographic action research methodology, we ask “Can coaching mitigate organisational risk and increase the likelihood of positive outcomes in change management?” and “Can managers, acting as internal coaches, increase knowledge socialisation and mitigate risk in the change management process?” The paper finds that there is no inherent failure rate in the change management process and that a strategic management approach can mitigate risk liberating managers and organisations to seek to create the collaborative environments that support organisational learning and strategic renewal, thus moving beyond a narrative of failure to one of strategic empowerment and a strategic management approach to risk mitigation. We conclude that a data-driven approach to organisational learning and Professional Learning Communities helps teams to ask the right questions and to mitigate risk through better aligning the organisation to its strategic reality, exploiting organisational learning to achieve competitive advantage and ensuring that systems and processes continue to match the emerging strategic reality.

scholarly journals Communicating strategically – talking less, targeting better Qualitative study on corporate communication’s learning in leading global companies

2013 ◽  
Vol 1 (2) ◽  
pp. 2-14
Author(s):  
Lukasz Bochenek ◽  
Sam Blili
Keyword(s):  
Social Media ◽  
Qualitative Assessment ◽  
Maturity Model ◽  
Corporate Communications ◽  
International Scope ◽  
Learning Patterns ◽  
Media Space ◽  
Global Companies ◽  
The Right ◽  
Multiple Actors

Companies need to communicate strategically in order to maintain dialogue and relationships with their stakeholders. In the crowded media and social media space the messages disappear in the noise generated by multiple actors. Therefore, to be heard the enterprises need to consider their communication strategically. It is not about the amount of information; it is about right targeting and usage of the right tools and channels. Social media allowed the companies to communicate directly with their stakeholders and customers. Different channels can address different stakeholders. This study focuses on a qualitative assessment of the learning patterns and profiles among 60 world leading companies. It includes enterprises from different countries and industries but with international scope of operations. The study proposes a maturity model for corporate communications strategic management.

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