scholarly journals What Can We Learn from the Organizational Life Cycle Theory? A Conceptualization for the Practice of Workplace Learning

2016 ◽  
Vol 8 (2) ◽  
pp. 18 ◽  
Author(s):  
Steven Tam ◽  
David E. Gray
Keyword(s):  
Life Cycle ◽  
Workplace Learning ◽  
High Growth ◽  
Organizational Factors ◽  
Firm Characteristics ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Internal Resources ◽  
Life Cycle Theory ◽  
Resources And Capabilities

<p>In the world of business and management, the practice of workplace learning is deemed important for firms to survive or stay competitive. However, firm characteristics such as business priorities, management styles, and limited internal resources and capabilities are always organizational factors that affect how firms may practice workplace learning. According to organizational life cycle (OLC) theory, during the firm’s growth from inception, to high-growth, to maturity, firm characteristics differ and the internal resources and capabilities of the firm develop. The literature has discussed the dynamics of organizational life cycle, but little is knownabout how it possibly relates to workplace learning. The paper synthesises the OLC literature and draws the characteristics of three common stages for firms (large or small) to conceptualize different patterns of workplace learning practices, promoting a new page of empirical research potential.</p>

scholarly journals Factors Affecting Organizational Life Cycle and Faculty Performance in Higher Educational Institutes in NCR

2019 ◽  
Vol 8 (3S2) ◽  
pp. 489-492
Keyword(s):  
Life Cycle ◽  
High Growth ◽  
Faculty Performance ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Factors Affecting ◽  
Internal Resources ◽  
Higher Educational ◽  
The University ◽  
The Impact

The practice of learning is considered to be important for an institution to survive or stay competitive when we are in the domain of business and management. Organizational life cycle (OLC) theory, during an institution’s growth from the beginning, to high growth leading to maturity, the institution’s characteristics starts to differ and the internal resources and capabilities of an organization develop over a while. Several scholars have already had discussions about faculty performance in such an institution. Though, few of them talked over the issue in an educational context. The purpose of this paper is to contribute to the limited number of researches on the relationship between organizational life cycle & faculty performance in a higher educational institute, by going through the impact of faculty participation in the performance of a private university in Delhi NCR. Organizational life cycle literature has discussed the dynamics, but there is very less knowledge about its relations with institution learning. This study’s findings indicated that faculty performance is positively partial by employee’s contribution in decision making and it significantly associates with academic results of the university. Additionally, employee participation is also positively linked with the academic grades of the university.

scholarly journals Circular economy configuration indicators in organizational life cycle theory

2020 ◽  
Vol 116 ◽  
pp. 106532 ◽  
Author(s):  
Kaja Primc ◽  
Barbara Kalar ◽  
Renata Slabe-Erker ◽  
Miha Dominko ◽  
Marko Ogorevc
Keyword(s):  
Life Cycle ◽  
Circular Economy ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Life Cycle Theory

scholarly journals ANALYSIS OF OTORITAS JASA KEUANGAN POSITION IN THE ORGANIZATIONAL LIFE CYCLE

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Stephanie Tamara Rindang ◽  
Risris Rismayani
Keyword(s):  
Life Cycle ◽  
Financial Services ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Alternative Strategies ◽  
Head Office ◽  
Leadership Quality ◽  
Life Cycle Theory ◽  
Government Sector ◽  
The Government

This study aims to determine the conditions and problems, as well as alternative strategies that can be providedat the Head Office of the Financial Services Authority (OJK) using the Organizational Life Cycle theory. Thepopulation of this research is the Head of OJK Employees in Jakarta as many as 72 employees. The samplingtechnique used saturated sampling method which obtained 72 respondents. The data analysis technique useddescriptive analysis assisted by Adizes Tools. The results of this study indicate that the Head Office of theFinancial Services Authority (OJK) is in a prime position. This position shows that there is a balance betweenflexibility and control, structured and systematic functions and tasks, significant leadership, quality employees,visionary innovation, and stable liquidity. However, there are several problems, namely the lack of employees,the length of the bureaucracy, inefficient structures, and differences in perceptions between OJK and the public.This problem can be overcome with alternative strategies, namely, improving communication, expertise andknowledge, utilizing technology, eliminating deficiencies in every business process, and scheduling employeeshifts to provide education to the community. The contribution of this research is expected to be able to becomea frame work on organizational life cycle knowledge, especially in the government sector, and be able to provideinformation and considerations to form alternative strategies in overcoming problems experienced in theorganizational life cycle. This research can be used as a new insight into the condition of the company from aninternal perspective.

scholarly journals The Organizational Life Cycle: Review and Future Agenda

2018 ◽  
Vol 22 (3) ◽  
pp. 01 ◽  
Author(s):  
Michal Jirásek ◽  
Jan Bílek
Keyword(s):  
Life Cycle ◽  
Organizational Behavior ◽  
Organizational Development ◽  
Theoretical Models ◽  
Organizational Level ◽  
Future Research ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Life Cycle Theory ◽  
Life Cycle Models

<p><strong>Purpose:</strong> The review summarizes major research that contributed to the organizational life cycle theory, discusses major issues and contradictions of the theory and offers additional assumptions about the organizational life cycle. Based on that, it attempts to offer a future research agenda for the theory.</p><p><strong>Methodology/Approach:</strong> The paper uses narrative review; the list of included life cycle models stems from previous summaries of the theory and subsequent snowball search through reference lists of individual reviewed papers.</p><p><strong>Findings:</strong> The theory is rich with various life cycle models that nevertheless converge on some major characteristics. Organizational life cycle can be described with classical five stages: (i) founding, (ii) growth, (iii) maturity, (iv) decline, and (v) revival. However, the stages do not necessarily follow in such an order, and therefore the research establishes likely paths in their development. Also, it appears that growth rate (relative to a market) and change in formalism are major factors distinguishing in the theory individual stages.</p><p><strong>Research Limitation/implication:</strong> Organizational life cycle theory is often neglected based on simplifying presumptions like determinism of organizational development. On the other hand, there is a growing evidence that factors stemming from particular life cycle stages alter organizational behavior and therefore should be considered in behavioral research on an organizational level.</p><p><strong>Originality/Value of paper:</strong> The paper represents up to date review of major theoretical models from the perspective of the current state of the field. Since the theory flourished in 70’s and 80’s it is inevitably limited in some aspects. The new review may spark renewed interest in implications stemming from the theory and enrich analytical tools of management scholars.</p>

Sign in / Sign up

Export Citation Format

Share Document