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A Primer on Organizational Learning

issuu.com/celcius233/docs/primer-on-organizational-le...
Organizational learning is the ability of an organization to gain insight and understanding from experience through experimentation, observation, analysis, and a willingness to examine successes and failures. There are two key notions: organizations learn through individuals who act as agents for them; at the same time, individual learning in organizations is facilitated or constrained by its learning system.
Uploaded by celcius233 on 12/14/2009
Digital publication details: 6 pages.

From Individual Learning to Organizational Learning

issuu.com/academic-conferences.org/docs/ejkm-volume5-...
In the last few years several theoretical models of organizational learning have been developed from the perspective of diverse disciplines. One of the most influential models is that of Crossan, Lane and White (1999), who believe that organizational learning occurs through four processes (intuiting, interpreting, integrating and institutionalizing) and in two ways: from the individual to the organization (feed forward) and from the organization to the individual (feedback). This model, however, attributes to intuiting (defined by the authors as "the preconscious recognition of the pattern andor possibilities inherent in a personal stream of experience" p. 525) the whole explanation for individual learning, ignoring the influence of conscious learning processes. Zietsma, Winn, Branzei and Vertinsky (2002) introduce two modifications to the model: the process of attending and the process of experimenting. The value of their proposal lies in the recognition of the influence of a...
Uploaded by academic-conferences.org on 01/29/2008
Digital publication details: 10 pages.

ADIIEA: An Organizational Learning Model for Business Management and Innovation

issuu.com/academic-conferences.org/docs/ejkm-volume12...
Abstract: This paper introduces the Innate Lesson Cycle (ADIIEA) as a uniting and integrated framework for business process operations and organizational learning. Thus far, the Knowledge Management (KM) and Organizational Learning (OL) movements ha ve tried to teach OL to organizations as an add-on while assuming that current business models are sound. Instead, we find that current business models are based on industrial age factory process work, and fail to keep up with the learning and innovat ion demands of the knowledge economy. This paper suggests that these current business models be replaced, not complimented, with a learning-based model. In the epistemological formulation of this learning model, ADIIEA is compared with the SECI model, and its underlying assumptions about tacit and explicit knowledge as appropriate foundational underpinnings are challenged. Instead of a noun approach to knowledge foundations (tacit and explicit knowledge), a verb approach...
Uploaded by academic-conferences.org on 09/28/2014
Digital publication details: 10 pages.

Organizational Learning and ERP Systems in the post-implementation phase: Where do we Stand? A...

issuu.com/academic-conferences.org/docs/ejise-volume1...
Abstract: ERP systems are today implemented in a great number of organizations. Research has invested much energy and time to make descriptions and recommendations regarding how the implementation should best be managed. The next step in practice as well as in research is how to continue to develop the business processes and ERP systems in order to take advantage of all their promises, and to refine how ERP systems are used in day-to-day activities. A starting point for the present study is that organizat ions today are characterized by strong external and internal pressure. In order to response to and deal with these, organizations strive to balance demands regarding stability and change. This implies that organizations put effort into designing and maint aining or changing practices, rules and routines. Within the general fields of organization theory and management accounting/control the ambition to create deliberate change is often conceptualized as processes of organizational...
Uploaded by academic-conferences.org on 10/13/2015
Digital publication details: 10 pages.

Innovation, Organizational Learning Orientation and Reverse Knowledge Transfer in Multinationals...

issuu.com/academic-conferences.org/docs/ejkm-volume12...
Abstract: Today, innovation is considered one of the main source of competitive advantage for the companies. For multinationals companies (MCNs) innovation is particularly important because they have more challenges to face than domestic organizations. MNCs have also a potential advantage for developing innovations, as they have access to new ideas and knowledge generating in the different locations they operate in. But this potential advantage can only become real if MNCs are able to transfer the knowledge they acquire in one of their locations to the others. This paper analyses the relationship between knowledge transfer and innovation in MNCs. In particular, this research focuses on knowledge transfer from the subsidiaries to the headquarters (reverse knowledge transfer). In addition, this paper studies the effect of the firm´s learning orientation as a mediator in the relation between reverse knowledge transfer and innovation. These relationships are tested using a sample of...
Uploaded by academic-conferences.org on 12/31/1969
Digital publication details: 9 pages.

Innovation, Organizational Learning Orientation and Reverse Knowledge Transfer in Multinationals...

issuu.com/academic-conferences.org/docs/ejkm-volume12...
Abstract: Today, innovation is considered one of the main source of competitive advantage for the companies. For multinationals companies (MCNs) innovation is particularly important because they have more challenges to face than domestic organizations. MNCs have also a potential advantage for developing innovations, as they have access to new ideas and knowledge generating in the different locations they operate in. But this potential advantage can only become real if MNCs are able to transfer the knowledge they acquire in one of their locations to the others. This paper analyses the relationship between knowledge transfer and innovation in MNCs. In particular, this research focuses on knowledge transfer from the subsidiaries to the headquarters (reverse knowledge transfer). In addition, this paper studies the effect of the firm´s learning orientation as a mediator in the relation between reverse knowledge transfer and innovation. These relationships are tested using a sample of...
Uploaded by academic-conferences.org on 09/21/2014
Digital publication details: 9 pages.

A Primer on Organizational Culture

issuu.com/celcius233/docs/primer-on-organizational-cu...
Culture guides the way individuals and groups in an organization interact with one another and with parties outside it. It is the premier competitive advantage of high-performance organizations. Sadly, for others, organizational culture is the most difficult attribute to change: it outlives founders, leaders, managers, products, services, and well-nigh the rest. It is best improved by organizational learning for change.
Uploaded by celcius233 on 11/14/2009
Digital publication details: 4 pages.

Action Learning

issuu.com/celcius233/docs/action-learning...
Action learning is a structured method that enables small groups to work regularly and collectively on complicated problems, take action, and learn as individuals and as a team while doing so.
Uploaded by celcius233 on 11/14/2008
Digital publication details: 5 pages.

Learning for Change in ADB

issuu.com/celcius233/docs/learning-for-change-in-adb...
The rapidly changing–and, at times, excessively complex–nature of development work demands diverse competences from aid agencies such as ADB. The learning challenges these present require the ability to work more reflectively in a turbulent practice environment. This publication broadly defines a learning organization as a collective undertaking, rooted in action, that builds and improves its own practice by consciously and continually devising and developing the means to draw learning from its own (and others') experience. It identifies the 10 challenges that ADB must overcome to develop as a learning organization and specifies practicable next steps to conquer each. It can help deliver the increased development effectiveness that Strategy 2020, ADB's long-term strategic framework for 2008–2020, seeks.
Uploaded by celcius233 on 03/30/2009
Digital publication details: 83 pages.

Dimensions of the Learning Organization

issuu.com/celcius233/docs/dimensions-learning-organiz...
Organizational learning is still seeking a theory and there can be no (and perhaps cannot be) agreement on the dimensions of the learning organization. However, useful models associated with learning and change can be leveraged individually or in association to reflect on the overall system of an organization.
Uploaded by celcius233 on 04/14/2009
Digital publication details: 8 pages.
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