Matching Items (6)

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Towards the Development of a Normative Theory of Organizational Learning

Description

In this paper, I examine three areas of the organizational learning (OL) field where consensus has yet to develop. Ultimately, I proceed to develop the foundation for a normative theory

In this paper, I examine three areas of the organizational learning (OL) field where consensus has yet to develop. Ultimately, I proceed to develop the foundation for a normative theory of OL predicated on measuring/depicting the knowledge stock, organizational learning, and meta-learning through algebraic functions coupled with consideration of experimentation and meta-experimentation. This OL framework is then used to predict organizational performance and returns from learning while presenting additional areas of integration between the proposed framework and eventual application within organizations.

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Agent

Created

Date Created
  • 2021-05

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Organizational learning for climate change adaptation: a case study of four NGOs in India

Description

For a country like India which is highly vulnerable to climate change, the need to focus on adaptation in tandem with traditional development is immense, as the two are inextricably

For a country like India which is highly vulnerable to climate change, the need to focus on adaptation in tandem with traditional development is immense, as the two are inextricably tied together. As a prominent actor working at the intersection of these two fields, NGOs need to be prepared for the emerging challenges of climate change. While research indicates that investments in learning can be beneficial for this purpose, there are limited studies looking into organizational learning within NGOs working on climate change adaptation. This study uses a multiple case study design to explore learning mechanisms, and trace learning over time within four development NGOs working on climate change adaptation in India. These insights could be useful for development NGOs looking to enhance their learning to meet the challenges of climate change. More broadly, this research adds to the understanding of the role of learning in climate change adaptation.

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Agent

Created

Date Created
  • 2017

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The Role of Leadership and Group Processes in Innovation: An Emerging Theory of Leadership for Active Learning Organizations in Higher Education

Description

This dissertation aims to present an emerging theory of leadership for active learning organizations in higher education by clarifying factors leaders should integrate to facilitate adaptability. The emergent theory

This dissertation aims to present an emerging theory of leadership for active learning organizations in higher education by clarifying factors leaders should integrate to facilitate adaptability. The emergent theory is grounded in multi-year mixed methods action research exploring the role of design, delivery, and leadership of a reflective action learning team model on innovation in a higher education setting. Four research methods were employed including document analysis, interviews, observations, and surveys. Data were analyzed using content analysis, process analysis, coding, frequency analysis, descriptive statistics, Cronbach’s alpha, and Wilcoxon signed-rank test. A grounded theory approach permeated all analyses. Research was guided by theories of experiential learning, action learning, and organizational learning, as well as change theory and design thinking. Results revealed that leaders of active learning organization can improve innovation by facilitating reflective action learning teams that are inclusive, empowering, and iterative. Additionally, teams that display more frequent and consistent welcoming, ideating, synthesizing, and mentor seeking behaviors have more innovative outcomes than teams displaying these behaviors less often and inconsistently. This research indicates that employees who participated in these teams gained the skills and knowledge needed to develop innovative proposals for the organization and increased individual innovative abilities at a statistically significant level. This study adds to the existing literature by offering a theory for leadership to promote effective team learning and innovation.

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Agent

Created

Date Created
  • 2020

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Knowledge sharing processes in business-to-business solution co-creation

Description

The marketing and development of solutions has become an increasingly important concept in both marketing practice and theory. Recent conceptual work has defined solutions as sets of products and services

The marketing and development of solutions has become an increasingly important concept in both marketing practice and theory. Recent conceptual work has defined solutions as sets of products and services that allow customers to achieve customized outcomes. Although the definition of a solution is becoming clearer, the process through which solution value is generated is still opaque. The purpose of this study was to add clarity to both marketing theory and practice by examining the solution value co-creation process in depth. Service-dominant logic, the relational view, service value co-creation, and theories of organizational learning and knowledge were the basis for this examination. Social capital was also examined to determine how these important relational concepts are involved in solution development. The study was conducted in four separate phases using a multi-method approach of quantitative surveys, qualitative surveys, and depth interviews. A large, multinational educational firm provided the context for the study which included access to their solution sales force and customer base. Quantitative data was collected from 97 key informants across 182 different customer opportunities for both new and existing solution engagements. Qualitative data was also collected from 71 respondents to provide a mixed-method triangulation of how solution value is created. Overall, the study provided strong support to the idea that knowledge sharing between solution providers and their customers plays a pivotal role in the co-creation of solution value.

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Agent

Created

Date Created
  • 2011

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Open innovation implementation in a public university: administrator design, management, and evaluation of participatory platforms and programs

Description

Public organizations have been interested in tapping into the creativity and passion of the public through the use of open innovation, which emphasizes bottom-up ideation and collaboration. A challenge for

Public organizations have been interested in tapping into the creativity and passion of the public through the use of open innovation, which emphasizes bottom-up ideation and collaboration. A challenge for organizational adoption of open innovation is that the quick-start, bottom-up, iterative nature of open innovation does not integrate easily into the hierarchical, stability-oriented structure of most organizations. In order to realize the potential of open innovation, organizations must be willing to change the way they operate. This dissertation is a case study of how Arizona State University (ASU), has adapted its organizational structure and created unique programming to incorporate open innovation. ASU has made innovation, inclusion, access, and real world impact organizational priorities in its mission to be the New American University. The primarily focus of the case study is the experiential knowledge of administrative leaders and administrative intermediaries who have managed open innovation programming at the university over the past five years. Using theoretical pattern matching, administrator insights on open innovation adoption are illustrated in terms of design stages, teamwork, and ASU's culture of innovation. It is found that administrators view iterative experimentation with goals of impact as organizational priorities. Institutional support for iterative, experimental programming, along with the assumption that not every effort will be successful, empowers administrators to push to be bolder in their implementation of open innovation. Theoretical pattern matching also enabled a detailed study of administrator alignment regarding one particular open innovation program, the hybrid participatory platform 10,000 Solutions. Creating a successful and meaningful hybrid platform is much more complex than administrators anticipated at the outset. This chapter provides administrator insights in the design, management, and evaluation of participatory platforms. Next, demographic assessment of student participation in open innovation programming is presented. Demographics are found to be reflective of the university population and provide indicators for how to improve existing programming. This dissertation expands understanding of the task facing administrators in an organization seeking to integrate open innovation into their work.

Contributors

Agent

Created

Date Created
  • 2016

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Examining Hazard Governance from a Complex Systems Perspective

Description

The Maricopa County Heat Relief Network (HRN) is an ad-hoc partially self-organized network with some attributes of hierarchical coordination that forms each year to provide heat relief and hydration to

The Maricopa County Heat Relief Network (HRN) is an ad-hoc partially self-organized network with some attributes of hierarchical coordination that forms each year to provide heat relief and hydration to residents in need by operating as cooling centers. These HRN organizations are a collection of non-profit, governmental and religious organizations. This dissertation looks at the HRN from a complexity governance perspective and engaged different parts of the network in interviews to learn more about their perspective in delivering heat relief. Further, participatory modeling with a prototype agent based model was done with the HRN coordinating agencies to look for emergent outcomes in the HRN system and learn from their perspective. Chapter one evaluates organizational theory and complexity with climate adaptation, hazard preparedness and resilience in the HRN. Chapter two presents results from interviews with HRN facility managers and evaluates their perspective on how they function to offer heat relief. Chapter three finds that the HRN is a good example of complexity governance when engaged through a participatory agent based modeling approach. Chapter four engages the HRN coordinators in participatory agent based modeling interviews to increase their systems level awareness, learn about their perspective on heat relief delivery, and how the system can be improved. Chapter five looks across the different levels of the HRN investigated, the facility managers and coordinators, for differences and similarities in perspectives. The research conducted in this dissertation shows different levels of systems awareness of the different parts of the HRN and how participatory modeling can be used to increase systems awareness. Results indicate that there was very little horizontal network connection between HRN facility managers and most of the interaction was vertically coordinated indicating opportunities for increased network communication in the future both horizontally and vertically if communication interventions were put in place.

Contributors

Agent

Created

Date Created
  • 2017