This paper aims to identify the ethical foundations and principles underpinning the learning organization (LO) concept.
Abstract
Purpose
This paper aims to identify the ethical foundations and principles underpinning the learning organization (LO) concept.
Design/methodology/approach
By interviewing one thought leader in the field, Professor Robin Snell, this paper traces how his early days in academia shaped the development of an ethics-driven research agenda on LO.
Findings
An ethical perspective advocates the importance of establishing a covenant or constitutional foundation of rights that would enable and empower organizational members at all levels to enact the processes of LOs, thus signifying the importance of employee development and a more sustainable approach for developing LO.
Originality/value
A personal reflection of Robin Snell on his own academic career development and research trajectory offers some insights into how an ethical perspective of LO evolved and flourished as a field of study.
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This paper aims to describe a staff development activity introduced at a small regional library in Victoria, Australia to assist staff to take more control of their work time. The…
Abstract
Purpose
This paper aims to describe a staff development activity introduced at a small regional library in Victoria, Australia to assist staff to take more control of their work time. The self‐directed professional activity (SDPA) allows staff to nominate an activity that would benefit them professionally and then provides the support and infrastructure so they can focus on one task for a sustained period of time, free from external distractions.
Design/methodology/approach
This single case study describes the experiences of 11 library staff undertaking the SDPA four times over a two year period, 2006‐2008. The perspective of participants was recorded and analysed using a focus group discussion, personal written reflections and written responses to open ended survey questions.
Findings
The activity achieved its initial aim of providing staff with greater control over their professional time. Staff appreciated having a dedicated time to plan and complete a specified task, which they nominated as a priority, without external interruptions. Difficulties encountered by staff included defining a task or activity that could be completed in one afternoon and resisting the temptation to check e‐mail and answer telephone calls.
Research limitations/implications
The sample size is very small, focusing on one specific work environment, which makes it difficult to generalise about the applicability of this model to other organisations.
Practical implications
The experiences described in this case study illustrate that allowing staff to set their own priorities and minimising external interruptions can assist staff to feel more in control of their time at work.
Originality/value
The paper shows that elements of this approach could be incorporated into any workplace, although it appears to be of greater benefit to workers who must multi‐task in open office environments or to those who must juggle competing priorities.
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Abstract
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Ravi Chanmugam, Walt Shill, David Mann, Kristen Ficery and Bill Pursche
To illustrate the importance of speeded up merger integration process that creates value part of the M&A lifecycle.
Abstract
Purpose
To illustrate the importance of speeded up merger integration process that creates value part of the M&A lifecycle.
Design/methodology/approach
This paper relies on recent case studies, client work and a survey.
Findings
Mergers that create maximum value treat the transaction as a complete lifecycle – beginning with pre‐deal strategy, progressing through deal execution and continuing with post‐merger integration. Most successful merger and acquisition (M&A) transactions are characterized by the superior execution of an explicit value‐capture strategy, which we call the “life‐cycle approach.” To achieve this, top managements in the most successful transactions have relied on four key principles: treat M&A as a holistic process; focus on value creation, not just integration; accelerate merger planning and execution; and use culture as a value‐creation tool.
Practical implications
Companies which already have an in‐built M&A capability, will adopt new best practices in merger integration that treat post‐merger integration earlier in the M&A process.
Originality/value
For companies who have an active M&A growth strategy, a speeded up merger integration allows for the early capture of M&A deal value.
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Joseph J. Aronica, Madhuri Mukhtyar and Jennifer E. Coon
In the past decade the incidence of international crime has increased. As Louis Freeh, director of the US Federal Bureau of Investigation (FBI) has stated, ‘grave crime is no…
Abstract
In the past decade the incidence of international crime has increased. As Louis Freeh, director of the US Federal Bureau of Investigation (FBI) has stated, ‘grave crime is no longer bound by the constraints of borders’. As such crimes are not limited by state boundaries — approaching them on an international level is crucial. Thus, there has been an increased demand for the globalisation of efforts by law enforcement agencies to halt the rise in business and financially related crimes such as money laundering, tax fraud, securities fraud, intellectual property thefts, extortion, anti‐trust violations, computer crime, corrupt business practices and racketeering and combat violent crimes, terrorism, alien smuggling and drug trafficking.
Howard L. Smith, Steven Yourstone, David Lorber and Bruce Mann
Medical practice guidelines are increasingly being used by managed care plans to ensure quality of care while achieving cost reductions. However, it is unclear that physicians are…
Abstract
Medical practice guidelines are increasingly being used by managed care plans to ensure quality of care while achieving cost reductions. However, it is unclear that physicians are complying with these clinical protocols. This paper reviews pertinent literature to assist in: understanding why physicians encounter different incentives for complying with guidelines; identifying initiatives that managed care plans can utilize in managing clinical guidelines; and, identifying a research agenda for investigating issues surrounding physician compliance with guidelines.
Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these…
Abstract
Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.
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Nancy T. Walker, Jennifer Wimmer and Thomas Bean
This article considers the current state of teacher discourse and reflection, situated in daily practice, craft knowledge, multiliteracies and new literacies. Based on studies of…
Abstract
This article considers the current state of teacher discourse and reflection, situated in daily practice, craft knowledge, multiliteracies and new literacies. Based on studies of content area teachers' use of multiple texts in social studies fields like economics, the authors profile Kenneth, an experienced teacher whose practice is grounded in craft knowledge and ideas about principled practices. In addition, Kenneth is an active proponent of new and digital literacy practices in his classroom simulations. The case example of Kenneth is then used to suggest how the process of practical argument might offer other content area teachers a useful framework for teacher reflection based on teachers’ craft knowledge and principled practices.
Marc Dorval, Marie-Hélène Jobin and Nadia Benomar
The purpose of this paper is to assess the level of pragmatic ambiguity (PA) lean culture has currently in the manufacturing and service literature.
Abstract
Purpose
The purpose of this paper is to assess the level of pragmatic ambiguity (PA) lean culture has currently in the manufacturing and service literature.
Design/methodology/approach
A comprehensive systematic review of academic (journals, books and theses) and commercial literature was undertaken drawn from a six databases search of two keywords (“lean” and “culture”) and related citations.
Findings
A total sample of 1,066 references (678 academic papers, 121 books, 103 theses and 164 commercial documents) were analyzed. The authors found contributions from 67 countries but oddly, only two came from Japan. In total, 89 percent of citations were directly about lean culture. However, for 86 percent of them, lean culture was only discussed superficially. All four literature segments show an over 85 percent agreement on lean culture being an organizational aim. The authors encountered 103 definitions of organizational culture and found 13 definitions of lean culture. Issues of culture gap, leadership, human resource management, sustainability and innovation are found to amplify lean culture’s already high PA level.
Research limitations/implications
Further research and development are needed to decrease lean culture’s PA level and improve understanding of lean from a cultural perspective.
Practical implications
Current lean culture’s high PA level has positive and negative effects on lean implementation. Taking lean implementation from a cultural perspective may facilitate an organization’s lean transformation journey.
Originality/value
This is the first systematic literature review on lean culture using a broad and inductive approach. An original evidence-based definition of organizational culture is proposed.