scholarly journals Using System Dynamics to Develop Organizational Learning Process; the Neighbourhood Justice Centre in Yarra

2010 ◽  
Vol 3 (1) ◽  
pp. 13
Author(s):  
Tim Haslett
Keyword(s):  
Organizational Learning ◽  
System Dynamics ◽  
Learning Process

Interventions to Create a Learning Organization

2019 ◽  
pp. 258-272
Author(s):  
Victoria J. Marsick ◽  
Karen E. Watkins ◽  
Angela King Smith
Keyword(s):  
Organizational Learning ◽  
System Dynamics ◽  
Learning Organization ◽  
Learning Process ◽  
Action Learning ◽  
Action Science ◽  
Learning Capacity ◽  
Intervention Approach ◽  
Comprehensive Framework ◽  
The Way

This chapter examines ways that Watkins and Marsick (1993, 1997), together or with other collaborators (including students), have engaged in, or supported, interventions to create a learning organization. The chapter starts by framing the intervention approach associated with their model. The authors then examine examples of research that illustrate how action science and action learning develop learning capacity toward a learning organization in ways consistent with the model. They turn to a comprehensive framework that Gephart and Marsick (2016) developed focused on system dynamics, and illustrate the way this framework has been used to foster organizational learning. The authors’ final examples come from DLOQ-inspired research carried out by students. They conclude with reflections that suggest a way of creating a learning organization that is less an idealized outcome and more a learning process for iterative—and adjustable—growth toward desired goals.

TRANSFORMATIONAL LEADERSHIP AND ENERGIZING ORGANIZATIONAL LEARNING: EMPIRICAL MODEL FOR IMPROVING COMMUNITY-BASED ECO-TOURISM PERFORMANCE IN INDONESIA

2021 ◽  
Vol 38 (4) ◽  
pp. 1135-1142
Author(s):  
Aneu YULIANEU ◽  
◽  
Augusty Tae FERDINAND ◽  
Ratno PURNOMO ◽  
◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Process ◽  
Field Survey ◽  
Organization Performance ◽  
Community Based ◽  
Tourism Sector ◽  
Tourism Organization ◽  
Tourism Community

This paper aimed to examine the effect of transformational leadership, energizing organizational learning and teamwork efficacy on improving Indonesia community-based eco-tourism organization performance. A field survey was conducted in the Tasikmalaya tourism sector. A total of 205 eco-tourism workers were surveyed to obtain data. This study offered a conceptual model for variable proposed to improve the eco-tourism community performance. The findings show that transformational leadership and energizing the organizational learning process positively affects organizational performance in the eco-tourism community. The author argues that energizing the organizational learning process mediates the relation between transformational leadership and organizational performance. This study addressed gaps in transformational leadership literature and practices by examining the interactions between energizing organizational learning process and eco-tourism workers teamwork's efficacy.

scholarly journals End-to-End Safe Reinforcement Learning through Barrier Functions for Safety-Critical Continuous Control Tasks

2019 ◽  
Vol 33 ◽  
pp. 3387-3395 ◽  
Author(s):  
Richard Cheng ◽  
Gábor Orosz ◽  
Richard M. Murray ◽  
Joel W. Burdick
Keyword(s):  
Reinforcement Learning ◽  
System Dynamics ◽  
Learning Process ◽  
High Performance ◽  
Continuous Control ◽  
Barrier Functions ◽  
Synthesis Algorithm ◽  
Vehicle Communication ◽  
Model Free ◽  
Vehicle To Vehicle

Reinforcement Learning (RL) algorithms have found limited success beyond simulated applications, and one main reason is the absence of safety guarantees during the learning process. Real world systems would realistically fail or break before an optimal controller can be learned. To address this issue, we propose a controller architecture that combines (1) a model-free RL-based controller with (2) model-based controllers utilizing control barrier functions (CBFs) and (3) online learning of the unknown system dynamics, in order to ensure safety during learning. Our general framework leverages the success of RL algorithms to learn high-performance controllers, while the CBF-based controllers both guarantee safety and guide the learning process by constraining the set of explorable polices. We utilize Gaussian Processes (GPs) to model the system dynamics and its uncertainties. Our novel controller synthesis algorithm, RL-CBF, guarantees safety with high probability during the learning process, regardless of the RL algorithm used, and demonstrates greater policy exploration efficiency. We test our algorithm on (1) control of an inverted pendulum and (2) autonomous carfollowing with wireless vehicle-to-vehicle communication, and show that our algorithm attains much greater sample efficiency in learning than other state-of-the-art algorithms and maintains safety during the entire learning process.

Organizations and Learning Process

2009 ◽  
pp. 236-253
Author(s):  
Weiling Ke ◽  
Kwok Kee Wei
Keyword(s):  
Organizational Learning ◽  
Learning Process ◽  
Organizational Factors ◽  
Organizational Memory ◽  
Comparative Case Study ◽  
Factors Affecting ◽  
Implementation Outcomes ◽  
Acquisition Information ◽  
Implementation Context ◽  
Information Interpretation

This chapter uses organizational learning as a lens to study how firms implement the enterprise system. The core research questions are: What are the critical organizational factors affecting organizational learning in ES implementation? How do these elements shape the learning process and thereby influence ES implementation outcomes? To address these questions, we conducted comparative case study with two organizations that have recently adopted ES and achieved significantly different results. Based on the empirical findings, we propose a framework that describes how organizational factors affect the four constructs of organizational learning in ES implementation context — knowledge acquisition, information distribution, information interpretation and organizational memory.

Organizational Learning Process

2006 ◽  
Vol 14 (1) ◽  
pp. 1-22 ◽  
Author(s):  
Weiling Ke ◽  
Kwok Kee Wei
Keyword(s):  
Organizational Learning ◽  
Learning Process

Performance feedback and organizational learning: the role of regulatory focus

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shinhye Ahn ◽  
Cecile K. Cho ◽  
Theresa S. Cho
Keyword(s):  
Organizational Learning ◽  
Performance Feedback ◽  
Learning Process ◽  
Regulatory Focus ◽  
Strategic Change ◽  
Managerial Compensation ◽  
Strategic Decisions ◽  
Content Type ◽  
Top Managers

PurposeThis study investigates how a firm's regulatory focus (i.e. promotion and prevention foci) affects growth- and efficiency-oriented strategic change, highlighting the role of organizational-level regulatory focus as a cognitive frame within which to interpret performance feedback and its subsequent effects on strategic decisions.Design/methodology/approachThe authors collected longitudinal data on 98 S&P 500 manufacturing firms for a seven-year period. The panel data, which includes texts from the firms' 10-K filings, were then analyzed using a feasible generalized least squares (FGLS) regression estimator to test the authors’ hypotheses.FindingsA firm's strategic change orientation is affected by its regulatory focus and performance feedback: a promotion focus increases the magnitude of growth-oriented strategic change, while a prevention focus favors efficiency-oriented strategic change. Furthermore, both foci moderate the effect of performance feedback on the strategic change orientation: under negative performance feedback, a promotion (prevention) focus increases (decreases) the magnitude of growth-oriented strategic change relative to that of efficiency-oriented change. The findings provide robust evidence that regulatory focus can influence how organizations learn from feedback and formulate strategic change.Research limitations/implicationsThe authors’ examination of regulatory focus and organizational learning process relied on large manufacturing firms in the USA. However, learning process could be quite different in small and/or young firms. Future work should expand to a wider range of organizational types, such as nascent entrepreneurial ventures. In addition, the authors’ measurement of regulatory focus using corporate text has inherent weakness and could be supplemented with alternative research methods, such as surveys, interviews or experiments. All in all, however, the findings of this study offer a novel behavioral perspective while demonstrating that a regulatory focus is an important antecedent of organizational learning.Practical implicationsThis study highlights the importance of motivational characteristics of the top managers in the process of organizational learning from performance feedback. Furthermore, recruitment of a new top manager should be aligned with the organizational context, values and goals. In addition, corporate governance systems such as managerial compensation schemes need to be carefully designed so as to maximize organizational resilience, especially in the context of performance downturn or environmental change. Establishing a constructive organizational culture so that strategic decisions are not overly swayed by the performance outcomes would also be crucial to the organizational learning process.Social implicationsThis study highlights the importance of understanding the motivational orientations of top managers in organizational learning. In terms of managerial compensation, for instance, an optimal incentive system should reflect the desired performance output by encouraging managerial behavior that corresponds to its objective. Furthermore, motivational orientation of new recruits should be considered in the context of the composition of the top management team members in order to achieve “optimal fit.” In addition, this study suggests that top executives' regulatory focus can be a key factor for organizations in balancing goals of different value orientations.Originality/valueThe findings of this study demonstrated that a firm-level regulatory focus has a significant effect on organizational learning and strategic change following performance feedback. The authors hope this study provides an impetus for future discussions on the microcognitive mechanisms of organizational learning by exploring the relations between organizations' regulatory foci, performance feedback and strategic change orientations.

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