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Article
Publication date: 1 August 2000

Sjoerd Karsten, Eva Voncken and Marjon Voorthuis

Since the 1990s the concept of the learning organization has been promoted as a way to restructure educational organizations to meet new challenges such as more autonomy, school…

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Abstract

Since the 1990s the concept of the learning organization has been promoted as a way to restructure educational organizations to meet new challenges such as more autonomy, school improvement and better performances. Gradually, schools have started to use the concept and are developing tools and processes for testing the ideas in practice. This article pursues two goals. First, it explores how the more visionary and theoretical framework of the learning organization can be translated into the daily practice of primary schools. For that purpose ten experts were extensively interviewed in the field of educational innovation and asked questions about the conditions, stimuli and obstacles for organizational learning. Second, the authors give examples of how some Dutch primary schools act as learning organizations. Using these examples, the article explores how the idea of the learning organization is put into practice in the field of education and how we can learn from these examples.

Details

The Learning Organization, vol. 7 no. 3
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 13 February 2009

Luchien Karsten, Sjoerd Keulen, Ronald Kroeze and Rik Peters

This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the…

7704

Abstract

Purpose

This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the 1990s and the role the history of the organisation played in this process.

Design/methodology/approach

The paper analysis is based on historical records, literature and interviews with former Philips top managers.

Findings

The paper shows that Philips' leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation.

Originality/value

The paper adds the historical style approach to leadership research and pays attention to the important role of the organization's history during processes of organizational change.

Details

Journal of Organizational Change Management, vol. 22 no. 1
Type: Research Article
ISSN: 0953-4814

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Available. Open Access. Open Access
Article
Publication date: 18 June 2024

Richard W. Puyt, Finn Birger Lie and Dag Øivind Madsen

The purpose of this study is to revisit the conventional wisdom about a key contribution [i.e. strengths, weaknesses, opportunities, threats (SWOT) analysis] in the field of…

3037

Abstract

Purpose

The purpose of this study is to revisit the conventional wisdom about a key contribution [i.e. strengths, weaknesses, opportunities, threats (SWOT) analysis] in the field of strategic management. The societal context and the role of academics, consultants and executives is taken into account in the emergence of SWOT analysis during the 1960–1980 period as a pivotal development within the broader context of the satisfactory, opportunities, faults, threats (SOFT) approach. The authors report on both the content and the approach, so that other scholars seeking to invigorate indigenous theories and/or underreported strategy practices will thrive.

Design/methodology/approach

Applying a historiographic approach, the authors introduce an evidence-based methodology for interpreting historical sources. This methodology incorporates source criticism, triangulation and hermeneutical interpretation, drawing upon insights from robust evidence through three iterative stages.

Findings

The underreporting of the SOFT approach/SWOT analysis can be attributed to several factors, including strategy tools being integrated into planning frameworks rather than being published as standalone materials; restricted circulation of crucial long-range planning service/theory and practice of planning reports due to copyright limitations; restricted access to the Stanford Research Institute Planning Library in California; and the enduring popularity of SOFT and SWOT variations, driven in part by their memorable acronyms.

Originality

In the spirit of a renaissance in strategic planning research, the authors unveil novel theoretical and social connections in the emergence of SWOT analysis by combining evidence from both theory and practice and delving into previously unexplored areas.

Research implications

Caution is advised for scholars who examine the discrete time frame of 1960–1980 through mere bibliometric techniques. This study underscores the risks associated with gathering incomplete and/or inaccurate data, emphasizing the importance of triangulating evidence beyond scholarly databases. The paradigm shift of strategic management research due to the advent of large language models poses new challenges and the risk of conserving and perpetuating academic urban legends, myths and lies if training data is not adequately curated.

Details

Journal of Management History, vol. 31 no. 2
Type: Research Article
ISSN: 1751-1348

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