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Article
Publication date: 24 March 2021

Dana Alshwayat, Jason Alexander MacVaugh and Hammad Akbar

The purpose of this study is to investigate organizational culture’s perceived importance and practice as it unfolds across hierarchal layers of a formalized organization…

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Abstract

Purpose

The purpose of this study is to investigate organizational culture’s perceived importance and practice as it unfolds across hierarchal layers of a formalized organization. Organizational culture is important in innovation and change and becomes significant if its importance and practice are shared across all levels of an organization. Highly formalized organizations are not an exception to this. Yet, there is a shortage of empirical evidence on how the organizational culture’s perceived importance and practice unfold across the senior-management, middle-management and operational levels of a formalized organization.

Design/methodology/approach

Applying a theoretical frame incorporating information asymmetry, knowledge sharing and cultural participation, this paper examined three important facets of culture, namely, trust, collaboration and knowledge-sharing. Using a Jordanian bank’s case study, this paper collected data using a mixed-methods approach; quantitative to identify variations across levels and, subsequently, qualitative to explore the nuanced patterns in the perceived importance and practice of the three facets across different organizational levels in the context of a formalized organization.

Findings

The findings suggest that the importance and practice of the three cultural facets are shared, as well as differentiated across organizational levels based on purposiveness, person/situation-dependency and nature of work and nature/relevance of knowledge.

Originality/value

Using a multi-level lens provided insight not yet gained by current work in the field. This allowed us to unearth nuanced differences in the perception of organizational culture across organizational hierarchies. The paper contributes to the scholarship on organizational culture in the context of formalized organizations and to managerial practice by offering insights on how a shared practice of trust, collaboration and knowledge sharing is distributed across organizational levels, not captured before. This paper also suggests propositions related to each of three cultural facets, not spelled out before.

Details

Journal of Knowledge Management, vol. 25 no. 9
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 27 April 2010

Jason MacVaugh and Francesco Schiavone

The purpose of this article is to integrate existing theoretical explanations for innovation diffusion across the disciplines of marketing, innovation and sociology research.

16150

Abstract

Purpose

The purpose of this article is to integrate existing theoretical explanations for innovation diffusion across the disciplines of marketing, innovation and sociology research.

Design/methodology/approach

Literature reviews and historical case analysis were used to support an integrative model.

Findings

Innovation diffusion is affected by technological, social and learning “conditions” while operating in the contextual “domain” of the individual, community or market/industry.

Research limitations/implications

The model is drawn from new product development and marketing theory. Both fields are dominated by the assumption that users adopt new technology to maximise their utility. Also, the model does not integrate the overlapping effects of the different contexts and domains.

Practical implications

The article provides a sound model for orienting new product development strategy, since it may reduce the risk of low and slow user adoption of radical innovations due, for instance, to their technological, social, and cognitive differences with former products. A second critical managerial implication is that technological, social and learning conditions clearly have an effect on marketing actions and competitive strategies.

Originality/value

The article provides a literature review of resistance to technology adoption through a multidisciplinary lens.

Details

European Journal of Innovation Management, vol. 13 no. 2
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 6 January 2012

Jason MacVaugh and Mike Norton

The purpose of this paper is to explore how active learning may help address the legitimacy and practicability issues inherent in introducing education for sustainability into…

3168

Abstract

Purpose

The purpose of this paper is to explore how active learning may help address the legitimacy and practicability issues inherent in introducing education for sustainability into business‐related degree programs.

Design/methodology/approach

The focus of this study is the experience of the authors in the development and implementation of education for sustainability within their business‐related higher education programs. To address the inherent challenges of the task, they apply the principles of active learning, with substantial use of problem‐based learning, in the classroom and engage in a process of staff development in their personal time. The method used is a simplified version of action research where the authors worked together over two years and then reflected on the experience through interviews and extensive discussions with each other, with their respective teaching teams, and with sustainability educators from outside of their programs.

Findings

The findings suggest that active learning approaches move learners away from dependence on (possibly illegitimate and unprepared) educators and towards a personal responsibility approach. This also means accepting that learners are free to understand sustainability in a “global” sense or instead choose only its “business as usual” applications.

Originality/value

The paper provides a useful insight into the practical value of active learning for educators grappling with the dilemma of delivering globally responsible business and/or management‐related education programs.

Details

International Journal of Sustainability in Higher Education, vol. 13 no. 1
Type: Research Article
ISSN: 1467-6370

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Article
Publication date: 18 July 2008

Martyn Pitt and Jason MacVaugh

The purpose of this paper is to present a holistic interpretation of the scope of knowledge management processes whose intent is to enhance the effectiveness of new product

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Abstract

Purpose

The purpose of this paper is to present a holistic interpretation of the scope of knowledge management processes whose intent is to enhance the effectiveness of new product development (NPD).

Design/methodology/approach

The paper reviews key concepts in NPD and knowledge management (KM), leading to propositions about the effective management of NPD‐relevant knowledge. It develops a structured, holistic model of organizational KM including practical mechanisms and processes for managing knowledge transfer.

Findings

Effective knowledge management needs to: acknowledge the multiple organizational levels at which knowledge is deployed; support the production, elicitation and exchange of tacit knowledge as well as explicit, codified information; hence accommodate and enable both informal and formal, typically IS/IT enabled knowledge processes.

Practical implications

KM is work‐in‐progress, not a one‐time search for an idealised state. Computer‐enabled information systems are necessary but not sufficient elements of a comprehensive approach to KM. Holistic KM should be integral to the organization, working with not against the grain of its technical, social and cultural processes. Senior managers with titles such as “chief knowledge officer” may be crucial in establishing strategic priorities and change programmes, but all NPD personnel bear responsibility for effective KM.

Originality/value

The paper combines propositions about the effective conduct of KM for NPD with a model of holistic KM that involves multi‐level flux and constructive knowledge transition. It identifies practical mechanisms, IS/IT enabled and otherwise, in this context. It suggests that new research to identify effective KM practices in NPD is a priority for KM researchers.

Details

Journal of Knowledge Management, vol. 12 no. 4
Type: Research Article
ISSN: 1367-3270

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