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Article
Publication date: 12 September 2016

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…

4660

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.

Details

Journal of Knowledge Management, vol. 20 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 9 August 2021

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…

1185

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.

Details

The Learning Organization, vol. 28 no. 6
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 1 April 1995

Mary M. Crossan, Henry W. Lane, Roderick E. White and Lisa Djurfeldt

Organizational learning (OL) is receiving increasing attention from researchers and practitioners alike. In fact, some have suggested that the only sustainable competitive…

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Abstract

Organizational learning (OL) is receiving increasing attention from researchers and practitioners alike. In fact, some have suggested that the only sustainable competitive advantage is a firm's ability to learn faster than its competitors. In spite of OL's promise, the field has been slow to evolve. The primary impediments to the development of OL theory are that inconsistent terminology is used for comparable concepts and that different definitions are used to describe the phenomenon. Furthermore, many theorists have neglected to make explicit their underlying assumptions about the phenomenon. Employing an inductive approach, this review surfaces the implicit and explicit assumptions of OL researchers, identifying three key dimensions that differentiate perspectives: (1) unit of analysis—individual, group, organizational, and inter organizational; (2) cognitive/behavioral emphasis; and (3) the learning‐performance relationship.

Details

The International Journal of Organizational Analysis, vol. 3 no. 4
Type: Research Article
ISSN: 1055-3185

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Publication date: 3 October 2006

Mary M. Crossan and David K. Hurst

Management theory has paid scant attention to the nature and reconciliation of the tension between exploration and exploitation, in spite of its central importance to strategic…

Abstract

Management theory has paid scant attention to the nature and reconciliation of the tension between exploration and exploitation, in spite of its central importance to strategic renewal. This paper uses Hurst's (1995) ecocycle to frame the tension and employs complexity theory to examine how the tension manifests itself across levels and time. Improvisation is advanced as a process to reconcile and manage the tension between exploration and exploitation.

Details

Ecology and Strategy
Type: Book
ISBN: 978-1-84950-435-5

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Article
Publication date: 1 February 1996

Mary Crossan and Tracy Guatto

Presents the results of a keyword search of the Social Science Citation Index (SSCI), ABI Inform and PyschLit databases using the terms “organizational learning” and “learning…

4711

Abstract

Presents the results of a keyword search of the Social Science Citation Index (SSCI), ABI Inform and PyschLit databases using the terms “organizational learning” and “learning organization” to uncover patterns relating to: the amount of publishing activity by year; influential authors; journals publishing organizational learning research; and type of research published.

Details

Journal of Organizational Change Management, vol. 9 no. 1
Type: Research Article
ISSN: 0953-4814

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Available. Content available
Article
Publication date: 27 September 2021

Nataša Rupčić

1232

Abstract

Details

The Learning Organization, vol. 28 no. 6
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 11 September 2009

Stephen A. Leybourne

The purpose of this paper is to examine two aspects of the increasing body of research in the field of project management, namely improvisational working and agile project…

4990

Abstract

Purpose

The purpose of this paper is to examine two aspects of the increasing body of research in the field of project management, namely improvisational working and agile project management (APM).

Design/methodology/approach

This is a comparative paper, considering the extant literature on improvisational working within projects and APM. The paper is essentially conceptual, and concludes with a comparative table of constructs, and their segregation into components and outputs. The growth in the recognition of improvisation as a useful addition to the armoury of the project manager stems from the shift that is taking place within the body of project knowledge generally, in that historically the greater proportion of the project management literature has been the epitome of planning in the prescriptive mode, but that a shift has taken place over the last decade or so towards a more behavioural, and as a result of this, a less structured and more improvisational focus. The second area of scrutiny within this paper seeks to position the limited emerging literature on APM within the wider project literature, and to examine overlaps and commonalities with improvisational working within projects.

Findings

Common areas across the two working styles are exposed and documented, and there is analysis of recent attempts to combine them with more traditional models. Linkages with complexity theory and complex adaptive systems are also briefly addressed.

Practical implications

There is growing awareness amongst practitioners of the potential benefits of improvisational working and “agile” methods, and some potential benefits are identified.

Originality/value

This paper moves further from the “traditional” project‐based paradigm of “plan – then execute”, offering insights into potential emerging best practice for practitioners in some organisational contexts.

Details

International Journal of Managing Projects in Business, vol. 2 no. 4
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 7 March 2023

Krishnan Hariharan and Vivek Anand

This study aims to examine how transformational leadership impacts learning flows that are critical for enhancing the learning capabilities of organizations.

642

Abstract

Purpose

This study aims to examine how transformational leadership impacts learning flows that are critical for enhancing the learning capabilities of organizations.

Design/methodology/approach

Data were collected from 502 employees of business organizations located in India. A cross-sectional design was adopted, and partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

Findings

Transformational leadership behavior positively influences feed-forward learning flows in organizations and strengthens their learning stock. Learning stock held by the individuals emerged as a predictor of feed-forward learning flows in organizations and a partial mediator of the relationship between transformational leadership and feed-forward learning flows. The study’s findings suggest transformational leadership encourages feed-forward learning flows through the development of individual learning stock.

Originality/value

This study empirically supports the theoretical claim of transformational leadership behaviors as an important antecedent to fostering organizational learning.

Details

The Learning Organization, vol. 30 no. 3
Type: Research Article
ISSN: 0969-6474

Keywords

Available. Open Access. Open Access
Article
Publication date: 29 August 2023

Vilja M.R. Levonius and Eveliina Saari

This paper aims to introduce the Empatia video reflection method, designed to enhance care workers’ awareness of empathic care. The method makes the quality of care visible, which…

933

Abstract

Purpose

This paper aims to introduce the Empatia video reflection method, designed to enhance care workers’ awareness of empathic care. The method makes the quality of care visible, which is needed when digitalization efforts in elder care focus on the efficiency and adequacy of care work.

Design/methodology/approach

The Empatia method leans on previous studies of the interaction between care professionals and clients and elaborates further previous video reflection methods. In empathic care work, the care worker sees the client on their life continuum, rather than focusing on only medical treatments.

Findings

The empirical example demonstrates how a care worker gained awareness of their empathic interaction habits. Within the work community, the reflection process sparked discussions on values: the purpose of care work and how to conduct empathic care. Focusing on empathic relationships in care fosters both the client’s and the care worker’s well-being.

Practical implications

The strength of the Empatia method is that it makes empathy visible in interaction and something that is individually and collectively learnable. The Empatia includes an analytical tool for researchers to reveal empathy in client interaction. It can be developed further into a reflection tool for service work to learn how to be empathic in service encounters.

Originality/value

Compared to other video-stimulated recall methods, the Empatia involves contextual understanding of care work. Empowering positive interactions instead of detecting errors and solving problems is a novel concept and is scantily used in studies of organizational learning. The Empatia provides a detailed method description that allows for the replication of the method by anyone.

Details

Journal of Workplace Learning, vol. 35 no. 8
Type: Research Article
ISSN: 1366-5626

Keywords

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Article
Publication date: 27 March 2007

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

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Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

John F. Kennedy once claimed that “leadership and learning are indispensable to each other”. In a world that seemingly refuses to stand still, the sentiments of the former US President have never been more apt. Because as change invariably brings new challenges, organizations lacking the knowledge to respond may soon find themselves left behind. So how can companies prosper amid the complexity and uncertainty that characterize the twenty‐first century business world? A key factor may be the definition of the organization itself.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Details

Strategic Direction, vol. 23 no. 4
Type: Research Article
ISSN: 0258-0543

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