Purpose — The purpose of this chapter is to give a framework to the issues that need to be addressed with the advent of the global economy and the realisation that the only…
Abstract
Purpose — The purpose of this chapter is to give a framework to the issues that need to be addressed with the advent of the global economy and the realisation that the only lasting competitive advantage is an organisation's ability to effectively exploit intellectual capital. Excellent companies build learning organisations systematically, but in their haste, many firms underestimate the importance of cultural, technological, executive and learning imperatives that permeate dynamic, knowledge-based environments. Learning is a dynamic process between the needs of the individual, its leader, operational environment and the demands of the organisation.
Methodology — An initial quantitative study of 101 successful multinational companies with manufacturing facilities in Ireland the findings from which were reinforced by five case studies randomly selected from the ten firms identified from the quantitative research actively developing towards becoming learning organisations.
Findings — The findings of the quantitative and qualitative research are undertaken in the development of the learning imperatives presented in the body of the chapter under: Host Location, Culture Shock, Cross-Cultural Understanding, New Technology, Intellectual Capital, Dissatisfaction with the Traditional Management Paradigm, Nature of Global Business, Executive Challenge of Multinational Assignments, Learning Imperatives in Dynamic Multinational Environments.
Research implications — The research spanned 18 years and has relevance for all organisations irrespective of size operating in culturally diverse environments or simply planning to expand their operations.
Social implications — Are many and varied; however, this chapter, due to word constraints, only examines nine key attributes from the 35 identified. Nevertheless, every one of them will resonate to a greater or lesser extent with leaders from every walk of life.
Originality — The research work outlined in this chapter constituted an important element of the author's doctoral thesis, and its primary value is in the manner in which it simplifies complex issues that consciously or unconsciously affect groups or individuals in their respective working environments.
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The advent of the global economy has brought a realisation that the only lasting competitive advantage is an organisation’s ability to effectively exploit intellectual capital…
Abstract
The advent of the global economy has brought a realisation that the only lasting competitive advantage is an organisation’s ability to effectively exploit intellectual capital. Excellent companies build learning organisations systematically but in their haste many firms underestimate the importance of cultural, technological, executive and learning imperatives that permeate dynamic, knowledge‐based environments. Learning is a dynamic process between the needs of the individual, its leader, operational environment and the demands of the organisation.
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To determine the percentage of organizations that have moved beyond best practice and lean manufacturing toward zero management learning organizations.
Abstract
Purpose
To determine the percentage of organizations that have moved beyond best practice and lean manufacturing toward zero management learning organizations.
Design/methodology/approach
The research utilized a structured undisguised survey by Weiers to generate the data. A quantitative survey was utilized to elicit information on the various issues identified from a comprehensive review of the literature. The second stage entailed four case study companies randomly selected from the learning organizations identified from the earlier quantitative research In the first stage dichotomous, multiple choice and open questions were utilized while the second qualitative research utilized semi‐structured interviews on a longitudinal basis.
Findings
The findings suggest that those companies pursuing active learning strategies are more likely to possess those attributes that constitute the bedrock of learning organizations. The findings also show the internal drivers to be the need to improve productivity, operational crises, cost reduction and corporate directives while external drivers centered on technology, capacity, customer pressure, new entrants and price sensitivity.
Research limitations/implications
One limitation is that no definitive rules have been devised for managers to transform their firms into learning entities. The view of organizational learning presented here is less straightforward and more complex than those definitions typically offered in consultancy reports and the popular management literature. However, this perspective is more likely to strike a cord with practicing managers as it conforms more closely to their own tacit understanding of the concept. Other limitations result from practical and methodological constraints.
Practical implications
This research has lead to a new learning model that facilitates individuals, groups or organizations to accurately locate themselves on their own unique learning curve cost effectively, the interactive model can be reviewed at the following web site www.thelearningmodel.com Originality/value – This paper will help focus company leaders on the more critical softer issues that drive organizational performance. It identifies the key learning parameters common to all high performing organizations. It should be of value to all management levels from the chief executive to front line staff. When utilized in conjunction with the interactive flash learning model sited earlier individuals or organizations will be able to identify training and development deficiencies cost effectively).
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This research paper is a distinctive element of an empirical study on learning organisations carried out between 1999 and 2002. It seeks to examine a whole range of issues that…
Abstract
Purpose
This research paper is a distinctive element of an empirical study on learning organisations carried out between 1999 and 2002. It seeks to examine a whole range of issues that seem to permeate higher‐performing organisations.
Design/methodology/approach
The study design utilised both quantitative and qualitative research methodologies.
Findings
The core tenet of learning organisations is an ability to learn continuously while the subject of learning is learning itself. Within effective organisations the learning process is directed not towards procedures, principles or objectives in themselves, but towards understanding per se. This study found that within learning organisations the entire business ecosystem is one huge classroom and the leader who is capable of effectively harnessing the collective ingenuity of his employees will simply blow the competition away.
Research limitations/implications
The research was undertaken in large to very large multinational organisations and may not apply equally to those small to medium enterprises struggling for survival.
Practical implications
One of the outcomes from this research is the development of a new web site that allows individuals, groups or organisations to cost‐effectively identify training and development deficiencies from the comfort of their own office or work stations.
Originality/value
This paper addresses the everyday concerns of companies striving for superior performance and effective utilisation of resources. By comparing a very complex concept like learning organisations with the cross‐functional activity within a beehive, the author hopes to stimulate further debate on the true nature of leadership within high‐performing organisations.
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The realities of global competition and increased customer sophistication have focused organisational attention on the need to develop a “learning culture”. However, while much…
Abstract
The realities of global competition and increased customer sophistication have focused organisational attention on the need to develop a “learning culture”. However, while much has been written on the importance of evolving a “learning culture”, less attention has been given to understanding in a practical way the characteristics of learning organisations and the ways in which companies can improve their learning systems This study of selected multinationals in Ireland identifies organisational learning antecedents and key characteristics that can be located on a new learning model that is driven by customer and competitive needs, requiring executive management commitment and visible support to be successfully implemented.
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Ted O’Keeffe and Denis Harington
The realities of global competition and increased customer sophistication have focused organisational attention on the need to develop a “learning culture”. However, while much…
Abstract
The realities of global competition and increased customer sophistication have focused organisational attention on the need to develop a “learning culture”. However, while much has been written on the importance of evolving a “learning culture”, less attention has been given to understanding in a practical way the characteristics of learning organisations and the ways in which companies can improve their learning systems. This study of selected multinationals in Ireland seeks to examine current best practice in organisational learning, explore how businesses can become learning organisations, assess the role of executive management in the creation of learning organisations and determine key success factors for learning organisations. The findings suggest that learning organisation concepts are perceived as strategically important activities. The learning organisation concept is viewed as a philosophy driven by customer and competitive needs that requires executive management commitment and visible support to be successfully implemented.
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In Chapter 1, Susan Shortland (2011) examined theories and models that could be used to explain female expatriate participation with a view to identifying the most promising…
Abstract
In Chapter 1, Susan Shortland (2011) examined theories and models that could be used to explain female expatriate participation with a view to identifying the most promising theoretical lenses for future research. Her study took as its basis, issues, evidence and explanations from both the ‘women in management’ and ‘women expatriates’ literature to identify four main theoretical domains: family issues, assignee characteristics, host and home country norms, and institutional factors. Findings revealed that the most promising explanations of women's low expatriate participation were identified as being linked to occupational gender stereotyping and sex roles in employment, women's reduced social capital and patriarchal attitudes towards their identity and homemaker roles. These were reinforced by institutional isomorphic behaviour through which organisations mimic each other's human resource practices.
Thomas N. Garavan, Michael Morley, Patrick Gunnigle and David McGuire
Workplace learning and HRD are considered legitimate topics for study and investigation alongside organisational strategies and practices. Considers key themes in the workplace…
Abstract
Workplace learning and HRD are considered legitimate topics for study and investigation alongside organisational strategies and practices. Considers key themes in the workplace earning literature in addition to its relationship with HRD. Identifies a paradigm shift from formalised, intermittent and discontinuous learning to increasingly informal, experiential, asynchronous and real‐time situated learning. Highlights three contemporary themes in both the workplace learning and HRD literatures, namely: knowledge, expertise, competence and capability; organisational learning; and employability and career issues.
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Kay A. Chick, Timothy D. Slekar and Eric P. Charles
This study provides a gender analysis of National Council for the Social Studies Notable Trade picture book selections suitable for the primary grades from the years 2006-2008…
Abstract
This study provides a gender analysis of National Council for the Social Studies Notable Trade picture book selections suitable for the primary grades from the years 2006-2008. The study examines the number of male and female characters and the presence, or absence of, gender stereotypes relative to characters’ personali-ties, occupations, and behaviors. Results indicate a significant difference in the number of male and female characters, with many more male characters represented. Both males and females frequently performed stereotypical jobs or roles, with no books depicting males in lower status jobs than females. In books with only female main characters, some women were able to cross traditional gender lines and demonstrate strong personalities. Of the 17 predetermined behaviors in which characters engaged throughout these books, seven of them showed significant differences between males and females. Males were more likely to participate in sports, fight in battles or demonstrate aggressive behaviors, pursue worthy causes such as heroism, use television/computer/radio, and earn a living. Females were more likely to perform domestic chores and demonstrate affection or emotion.