0000000000957596
AUTHOR
Salvador Vivas-lópez
Boosting organizational learning through team-based talent management: what is the evidence from large Spanish firms?
Talent management (TM) can crucially help optimize organizational learning (OL) processes. The aim of this article is to study whether certain TM practices related to teamwork design and dynamics stimulate and develop learning (i.e. knowledge creation) processes within the organization and across the different ontological levels (individual, group and organizational–institutional). A model linking team-based TM and OL is tested in a sample of large Spanish companies. Our empirical results emphasize the distinction between individual–group and institutional levels of learning as the two pillars of OL. The results also highlight the role of team autonomy and creativity as crucial factors for …
Gestión por competencias en instituciones sanitarias: claves de la Dirección de Recursos Humanos en la Comunidad Valenciana (España)
El trabajo busca analizar las claves de la gestión de personas en organizaciones complejas prestadoras de servicios públicos como son las instituciones sanitarias. Para ello, se adopta como marco teórico uno de los más novedosos desarrollos en el ámbito de la Dirección de Recursos Humanos: la Gestión por Competencias. Este trabajo persigue arrojar luz sobre la aplicación de estas propuestas de gestión a la dirección de personas en organizaciones sanitarias del sistema de salud valenciano. La metodología de investigación empleada ha sido el estudio en profundidad de diferentes casos de hospitales públicos y privados en la Comunidad Valenciana (España), que conduzcan a la génesis de construcc…
Facilitating organisational learning through teamwork-based knowledge management: evidence from Spain
[EN] In the context of organisational learning optimisation through knowledge management policies, it is essential to pay careful attention to teamwork design and dynamics. Having these ideas in mind, the aim of our paper is to empirically study whether a number of knowledge management policies related to team design and dynamics facilitate organisational learning processes across the different ontological levels (individual, group, and organisational-institutional). Hence, we propose a model linking teamwork-design based on knowledge management policies (including the sub-dimensions of team composition, team bonding, and team bridging) and organisational learning. We test this model in a s…
Learning, knowledge and dynamic capabilities: theoretical implications for competitiveness and innovation in the 21st century
The aim of this paper is to support dynamic capabilities as a strategic tool for company management. We will begin by illustrating the evolution that can be discerned in the process of developing competitive advantage as a result of the organisation s internal analysis. In a first stage, interest was centred on understanding the nature of the firm s assets, and knowing which conditions would make it possible to turn them into lasting and sustainable sources of competitive advantage. During a second phase, interest was shifted towards the dynamic processes of generation, development and accumulation of assets. In this sense, dynamic capabilities are those which allow managers to activate and…
Key levels for knowledge creation and management: which is the ontological locus for learning in Spanish manufacturing firms?
This paper aims to highlight two core issues related to knowledge management and organisational learning. First deals with the ontological support-knowledge creation relationship. Secondly, the comparison between Crossan et al. (1999) and Nonaka and Takeuchi (1995) models: on what ontological supports knowledge is created? Individuals, groups and organisation: are they independent or do they interact with each other? Is individual level swallowed up by the group [as Nonaka and Takeuchi (1995) seems to suggest], leading to groups and organisation as unique ontological levels? The empirical study draws those ontological levels in large manufacturing Spanish firms. It identifies (via explorato…
The implications of dynamic capacities vis-à-vis competitiveness and innovation in the 21st century
The theoretical transition being apparent in the analysis of internal competitive advantage sources is being dealt with in this paper. A theoretical approach is being applied which is focused on those processes allowing companies to upkeep and enhance their competitiveness, become adapted to changes, and become able to foresee changes in the market. This survey shows the eclectic nature of dynamic capacities bringing in dynamic elements into static-nature theories, and further addresses the biases being apparent in these two approaches both in the theoretical setting and in the managerial practice. This survey also looks into the generation, development and change processes pertaining with …
Managing Talent for Organisational Learning
[EN] The phenomenon of globalisation and the intensification of change mean that firms increasingly require an internal structure that fosters the genesis and application of new knowledge. If the firm's objective is to achieve continuous learning then organisational variables and managerial purpose through talent management are essential for access to superior knowledge assets. This study takes an in-depth look at the relationship between a political phenomenon (talent management) and a natural one (organisational learning and/or knowledge creation) within a particular organisational framework. The aim is to obtain evidence of the effect of organisational variables on learning and knowledge…
THE ROLE OF ONTOLOGICAL LEARNING LEVELS IN DEVELOPING DYNAMIC CAPABILITIES
This paper explores the links between the fields of dynamic capabilities and organisational learning (OL), emphasising the role of the different ontological learning levels. The resource-based view (RBV) is pinpointed as the key origin of the dynamic capabilities view (DCV), in connection with OL and knowledge management. Ontological learning levels are identified as key OL stages. The knowledge-based view (KBV) of the firm is introduced as a key link between OL processes and dynamic capabilities development. Specifically, we propose a novel and integrative framework for understanding the role that the RBV, the DCV, OL, and the KBV, have, in an inter-connected way, have played in achieving …