Keiko Ishii, Yukie Takemura, Naoko Ichikawa, Keiko Kunie and Ryohei Kida
This study aims to investigate the relationship between a nursing group’s organizational socialization (OS) and the organizational learning (OL) subprocesses of information…
Abstract
Purpose
This study aims to investigate the relationship between a nursing group’s organizational socialization (OS) and the organizational learning (OL) subprocesses of information acquisition, information distribution, information interpretation, information integration and organizational memory.
Design/methodology/approach
A cross-sectional study, with an anonymous self-report questionnaire, was conducted at two university hospitals in Japan. OL was measured using the scale for OL subprocesses, while OS was measured using the scale for learning about the external environment. The questionnaire was administered from August to October 2018. Among the 1,077 nurses recruited from 34 wards, data from 466 nurses from 24 wards were analyzed. To verify the influence of the group’s OS on each OL subprocess, two-level hierarchical linear modeling with fixed effects was performed. Individual nurses’ OS was analyzed using centering within clusters and the group’s OS was analyzed using each ward’s average OS score by performing grand mean centering.
Findings
Nursing groups’ OS was positively and significantly associated with information interpretation and information integration, but not with information acquisition, information distribution and organizational memory.
Originality/value
This study expands OS and OL research by focusing on the relationship between the degree of OS of an entire group and the OL subprocess. When the degree of homophily of value, rule, knowledge and behavior of the entire group increases, the information understanding and the formation of new explicit knowledge may also increase in the group.
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Keiko Ishii, Yukie Takemura and Ryohei Kida
This study, by applying the feedback process of the organizational learning model, examined the relationships among group learning, individuals’ and groups’ internalization of…
Abstract
Purpose
This study, by applying the feedback process of the organizational learning model, examined the relationships among group learning, individuals’ and groups’ internalization of institutionalized evidence-based practice (I-EBP), and nurses’ sustainment of I-EBP.
Design/methodology/approach
Twelve hospitals were included in this cross-sectional study, with 1,741 nurses from 59 wards. Anonymous questionnaires were administered from October to December 2021. Participants self-reported their wards’ group learning, internalization of I-EBP, sustainment of I-EBP, EBP beliefs, intra-hospital transfers, and nursing research experiences. The number of nurses and I-EBP introduction length and type of I-EBP were assessed. Internalization of I-EBP of nurses and groups was considered the mediating variable, while group learning and nurses’ sustainment of I-EBP were the independent and dependent variables, respectively. Significant variables in bivariate analyses were used as control variables. Multi-level Mediation Analysis and a significance test of indirect effect using the bootstrap method were conducted.
Findings
Responses from 360 nurses in 48 wards from 12 hospitals were analyzed. Groups’ internalization of I-EBP significantly mediated the relationship between group learning and nurses’ sustainment of I-EBP. In contrast, no significant mediating effect of nurses’ internalization of I-EBP was observed.
Originality/value
In the feedback process of organizational learning, group learning and its subsequent effects on individuals and groups have not been previously examined. Regardless of the nurses’ degree of internalization of I-EBP, those who belong to the ward with a high degree of internalization of I-EBP are more likely to sustain it. Conducting group learning may prevent superficial practice, resulting in its sustainability.
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Sergio Morales and Oswaldo Morales
The contribution of the present case lies in the critical view that every business actor should exercise – be it general manager, middle management, supervisor or executive – when…
Abstract
Learning outcomes
The contribution of the present case lies in the critical view that every business actor should exercise – be it general manager, middle management, supervisor or executive – when building a strong organizational culture in corrupt political environments.
Case overview/synopsis
The purpose of this case study is to explore the dilemma in which Marcelo Odebrecht, once CEO of Odebrecht, found/determined whether to continue with the business model established by the founders of Odebrecht or take a new path for the organization. After exploring the corrupt acts of Odebrecht and the scope of Operation Lava Jato, the reader can reflect on the importance of organizational culture (according to the three levels proposed by Schein) in the face of the emergence of corruption. By generating discussions about organizational culture, business ethics, political culture and corruption, the organizational culture of Odebrecht is problematized in relation to its real behavior.
Complexity academic level
Students of administration, business and international business undergraduates and graduates, as well as members of senior management in companies in the infrastructure sector. Also, given the plurality of possible readings, it is recommended that the case also be used in courses or specializations in organizational psychology, organizational sociology or organizational anthropology.
Supplementary materials
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Subject code
CSS 5: International Business.