Ksenia O. Krylova, Dusya Vera and Mary Crossan
This paper aims to answer the question: how do knowledge workers’ improvisation processes promote both knowledge transfer and protection in knowledge-intensive organizations…
Abstract
Purpose
This paper aims to answer the question: how do knowledge workers’ improvisation processes promote both knowledge transfer and protection in knowledge-intensive organizations (KIOs)? A model is proposed identifying how effective improvisation can strengthen the effect of four specific knowledge transfer mechanisms – an experimental culture, minimal structures, the practice of storytelling and shared mental models – on knowledge transfer inside the organization and knowledge protection outside of it.
Design/methodology/approach
The paper builds on a knowledge translation perspective to position improvisation as intrinsically intertwined with knowledge transfer and knowledge protection.
Findings
Improvisation is proposed as the moderating factor enhancing the positive impact of an experimental culture, minimal structures, storytelling practice and shared mental models on knowledge transfer and knowledge protection.
Practical implications
The paper argues against a “plug-and-play” approach to knowledge transfer that seeks to replicate knowledge without considering how people relate to the routines and the context and highlights to leaders of KIOs the importance of developing awareness, understanding and motivation to improvise to internalize new knowledge being transferred and to create imitation barriers.
Originality/value
The paper proposes that KIOs’ success in transferring and protecting knowledge emerges not directly from formal knowledge transfer mechanisms but from knowledge workers’ improvisation processes.
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Pooya Tabesh and Dusya M. Vera
The purpose of this paper is to describe how top management teams' expertise in comprehensive and intuitive decision-making contributes to effective improvisational…
Abstract
Purpose
The purpose of this paper is to describe how top management teams' expertise in comprehensive and intuitive decision-making contributes to effective improvisational decision-making in times of crisis. Also, improvisational decision-making, as a means for balancing or transcending the dualities of comprehensive and intuitive decision processes, enables the three strategic decision-making processes to coexist and contribute to decision-quality when in crisis.
Design/methodology/approach
After providing a general overview of comprehensive, intuitive and improvisational decision-making and introducing paradox theory, this paper offers a conceptual model of the link between improvisational decision-making and decision quality in crisis situations. Three boundary conditions are discussed: expertise in comprehensive decision-making, expertise in intuitive decision-making and the paradoxical balanced combination of comprehensive and intuitive decision-making. Two brief cases are included to illustrate the theory.
Findings
Although comprehensive and intuitive decision-making are rooted in distinct information processing approaches with different cognitive demands and at times contradictory logics, they can be combined in unique ways when senior executives improvise decisions in crisis situations.
Practical implications
Particularly in the contexts of crises, it is critical for managers to understand the value of improvisational decision-making and the balanced combination of decision-making tools available to them in order to make rapid and quality decisions. Potential action research interventions are suggested.
Originality/value
This paper offers an integrated model of decision-making, encompassing comprehensive, intuitive and improvisational processes and highlights the combinatory and synergistic nature of these approaches in a crisis.
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Alex Tawse, Leanne Atwater, Dusya Vera and Steve Werner
Strategy implementation is a critical component of firm performance and middle managers play a key role in the implementation process. This study was conducted to enhance the…
Abstract
Purpose
Strategy implementation is a critical component of firm performance and middle managers play a key role in the implementation process. This study was conducted to enhance the authors’ understanding of how middle managers influence strategy implementation (SI) effectiveness by investigating the impact of leadership and work team coordination.
Design/methodology/approach
A field study was conducted using interviews and survey data gathered from executive managers, middle managers and work team members within a large municipal organization undergoing a major strategic change.
Findings
Middle manager transformational and instrumental leadership have a direct positive impact on work team SI effectiveness. Additionally, middle manager transformational leadership has an indirect positive effect on work team SI effectiveness through coordination.
Practical implications
The study offers insights into managers and practitioners seeking to improve SI effectiveness by highlighting the importance of middle manager leadership development and the coordination of interdependent tasks within work teams.
Originality/value
The study provides valuable insight into an important but previously unstudied relationship between middle manager leadership and SI effectiveness. The work also helps bridge the chasm between leadership research and strategy research by linking leadership behavior to SI effectiveness – a key ingredient of firm performance.
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Bijaya Mishra and Jagan Mohan Reddy
This paper aims to provide an overview of the Organization Learning and Learning Organization concepts obtaining the perspectives of Professor Mary M. Crossan and presents an…
Abstract
Purpose
This paper aims to provide an overview of the Organization Learning and Learning Organization concepts obtaining the perspectives of Professor Mary M. Crossan and presents an evolution of her immense contribution to the field over the past two decades.
Design/methodology/approach
A conversation with thought-leader, Professor Mary M. Crossan.
Findings
How different “character configurations” and “processes” enhance organization learning across levels in the organization.
Originality/value
The discussion with Professor Mary M. Crossan reveals her take on the evolution of the organizational learning framework and the significant role of the “Leader’s Character” in shaping organizational learning. Exploring this evolution provides the context and impetus to researchers and practice leaders to verify.