Search results for "organizational learning"

Workplace Learning from the Organizational Point of View

2022

The focus of this chapter is on workplace learning from the organizational point of view. The chapter reviews multi-disciplinary and inter-disciplinary research literature on learning organization starting from the seminal works by Argyris and Schön, and Senge, and continuing with the studies of the development of measuring characteristics of learning organization by Marsick and Watkins. The relationship between individual and organizational learning is discussed. Also concepts other than learning organization have been used in research studies in order to describe learning taking place in organizations. The concepts such as knowledge creation, expansive learning and innovative knowledge co…

Software patterns, organizational learning and software process improvement

2011

An Integrative Approach to Emotional Agency at Work

2022

AbstractThe concept of agency has recently emerged as a fruitful construct in understanding organizational practices and development. However, agency has tended so far to be seen as a rational and goal-oriented phenomenon, with little attention paid to the role of emotions within it. There is thus a need for theoretical discussion on both agency and emotions in organizations, and also on how the two phenomena are related. This paper aims to introduce an elaborated conceptualization of emotional agency at work, based on recent theories on professional agency and emotions in organizational contexts. We suggest that emotional agency can be understood as the competence to perceive, understand, …

Chatbot Adoption in Tourism Services: A Conceptual Exploration

2019

Originality/value: This study is one of the earliest studies that advances firm-level adoption of chatbots by integrating two key organizational theories.

A firm’s organizational innovation and organizational learning abilities

2019

Many recent studies are dedicated to the problem of innovation as a mean of improving a firm’s overall performance. Various kinds of innovation in a firm usually are closely interrelated with each other. While the majority of studies focus on technological - product and process - innovation, the investigation of non-technological - marketing and organizational - innovation (ORI), has increasingly attracted the interest of researchers during the last decade. Organizational culture and organizational learning are important drivers of such innovation. For instance, a collaborative culture, trust and open-mindedness encourage new initiatives and ideas, while learning helps not just to improve s…

Organizational innovation for SME'S: a model for Latvia

2020

Small and medium-sized enterprises (SMEs) can be a significant source of innovation in small economies. SMEs face challenges of limited capacity, personnel and resources for long-term investments. Additionally, they might not see and understand the benefits of innovation. Implementation of organizational innovation (OI) could give such enterprises an opportunity to improve competitiveness and develop other types of innovation. The purpose of this study is to develop a model, explaining OI through such factors as organizational culture (OC) and knowledge management (KM) in SMEs via an empirical study across various industries. Surveying 600 SMEs in Latvia, the authors explore the contributio…

USING THE ENVIRONMENTAL MANAGEMENT SYSTEM (EMS) TO CONTROL THE IMPLEMENTATION AND EMERGENCE OF GREEN STRATEGIES.

2009

To respond to the ecological challenges of the new century and their Environmental and Social Responsability, more and more companies adopt the Environmental Management System (EMS). The objective of this thesis is to analyze how this management system is used in French companies for implement their ''intended" green strategies and to explore the new green strategies. To answer this problematic, we mobilized two theoretical frameworks during this research: the New Institutionalism in Organizational Analysis (DiMaggio and Powell, 1983, 1991 and Hasselbladh Kallinikos, 2000) and Levers of control model (Simons, 1995). Then, our research methodology is composed of three phases succeeding: an e…

Introduction to Integrating Knowledge and Learning Processes Minitrack

2013

This minitrack discusses knowledge management (KM) from an integrated perspective, i.e., the integration of KM, learning, and business processes. It mainly focuses on two issues: a) how can knowledge, learning and business processes integrated, and b) how can the related systems be integrated to enable an efficient workflow. Currently, even less learning environments take context and environment into account. Using mobile and ubiquitous technologies can lead to a paradigm shift in the construction of such learning environments: from static to highly contextualized knowledge and learning experiences. Based on the integration of knowledge and learning systems into social networks and social m…

Ontology-based standardization on knowledge exchange in social knowledge management environments

2012

After the hype around Web 2.0, organizations have revisited their efforts on knowledge management in order to create beneficial effects from their employees' activities in social environments. While there is not much doubt about the positive effects on creativity and flexibility, handling the variety of knowledge work environments that are in use at different organizational units or business partners can negatively affect productivity. While standards have generally mushroomed in the IT domain, there is a lack of standards in knowledge management. This paper argues for a standard on exchanging knowledge between social environments. We revisit related work, particularly standards which can b…

Efectos del capital psicológico en el comportamiento innovador

2013

Este trabajo analiza el impacto del Capital Psicológico del líder sobre el Comportamiento Innovador de los colaboradores en la organización, estableciendo la influencia que en ello tienen los factores Capacidad de Aprendizaje Organizacional y Apoyo o Intercambio entre los miembros del Equipo (Team Member Exchange). El Capital Psicológico, un constructo de segundo orden que incorpora los recursos psicológicos positivos, eficacia, esperanza, optimismo y resiliencia, tiene la posibilidad de construirse sobre el individuo, a diferencia de otros rasgos de la personalidad que normalmente son permanentes en el tiempo, permitiendo a la organización un desarrollo continuado y un impacto favorable en…