The Experts below are selected from a list of 122142 Experts worldwide ranked by ideXlab platform
Mary Crossan - One of the best experts on this subject based on the ideXlab platform.
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the nature of entrepreneurial opportunities understanding the process using the 4i Organizational Learning framework
Entrepreneurship Theory and Practice, 2005Co-Authors: Dev K Dutta, Mary CrossanAbstract:In this article, we drew upon insights from two rather disparate streams of literature—entrepreneurship and Organizational Learning—to develop an informed understanding of the phenomenon of entrepreneurial opportunities. We examined the nature of entrepreneurial opportunities from two contrasting views—Schumpeterian and Kirznerian—and delved into their ontological roots. By applying the 4I Organizational Learning framework to entrepreneurial opportunities, we were able to not only resolve the apparently conflicting explanations of opportunities arising out of the contrasting ontological positions but also to achieve a level of pragmatic synthesis between them. In highlighting the article's contributions to theory and practice, we suggest that just as research on entrepreneurial opportunities benefits from applying Organizational Learning theory, so is Organizational Learning informed by research arising within the field of entrepreneurship studies.
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from questions to answers reviewing Organizational Learning research
Management Learning, 2004Co-Authors: Hari Bapuji, Mary CrossanAbstract:Prior reviews of Organizational Learning (OL) have noted an exponential growth in the literature through the 1990s and have expressed concerns about the lack of empirical research. In this paper, we review the literature published during the period 1990-2002 and take stock of the state of empirical research in OL. Based on the 123 articles reviewed, we note a phenomenal growth in empirical research and the emergence of a Learning perspective. We discuss key research findings pertaining to internal and external Learning, and the facilitators of Organizational Learning. We discuss the implications of the empirical research and suggest directions for future research.
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Strategic Leadership and Organizational Learning
Academy of Management Review, 2004Co-Authors: Dusya Vera, Mary CrossanAbstract:Adopting the strategic leadership perspective, we develop a theoretical model of the impact of CEO and top manager leadership styles and practices on Organizational Learning. We take a fine-grained look at the processes and levels of Organizational Learning to describe how strategic leaders influence each element of the Learning system. Researchers have implicitly assumed transformational leadership approaches to Organizational Learning. We challenge this conventional wisdom by highlighting the value of transactional leadership as well.
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Organizational Learning and strategic renewal
Strategic Management Journal, 2003Co-Authors: Mary Crossan, Iris BerdrowAbstract:This paper attempts to fill an important gap in the integration of strategy and Organizational Learning through empirical research that examines the process of strategic renewal using a comprehensive framework of Organizational Learning. The 4I framework of Organizational Learning is used to examine the phenomenon of strategic renewal at Canada Post Corporation (CPC). The study illustrates the underlying processes that form the tension between exploration and exploitation, demonstrating why strategic renewal is so challenging. Furthermore, it challenges assumptions about Organizational Learning, suggesting that we need to demystify Organizational Learning by removing the halo that surrounds it. Copyright © 2003 John Wiley & Sons, Ltd.
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Organizational Learning debates past present and future
Journal of Management Studies, 2000Co-Authors: Mark Easterbysmith, Mary Crossan, Davide NicoliniAbstract:In this paper we attempt to map the development of Organizational Learning as a field of academic study by examining the rise and fall of specific debates. This does not pretend to be a comprehensive review of the field since there is now far too much material available to allow full coverage in any single publication. Rather, we have identified some of the key debates, and these have been organized along the simplistic time-line of past, present and future. Our purpose is two-fold: first, to note how the nature and language of the key ideas in Organizational Learning have changed over time; and second, to locate the papers in this Special Issue within the context of the developing field. It is perhaps no accident that we see most of the papers as closely associated with new, and emerging, issues, but we also find it interesting to note that many of these current or emergent issues actually have roots within some of the earlier debates.
Chichuan Wu - One of the best experts on this subject based on the ideXlab platform.
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system perspective of knowledge management Organizational Learning and Organizational innovation
Expert Systems With Applications, 2010Co-Authors: Shuhsien Liao, Chichuan WuAbstract:In knowledge economics, enterprises need to adapt and update its knowledge to keep their capability of innovation. Therefore, the relationship between knowledge management and Organizational innovation is getting an important issue in research and in practical areas. However, without good capability of Organizational Learning, one Organizational cannot retain some important knowledge management practices in it. This study selects samples based on Common Wealth Magazine's Top 1000 manufacturers and Top 100 financial firms in 2007 by mails. A questionnaire survey was conducted and 327 valid replies were received. This research analyzes the relationship among knowledge management, as well as Organizational Learning and Organizational innovation utilizing structural equation modeling. The results show that Organizational Learning is the mediating variable between knowledge management and Organizational innovation. Just like a system, knowledge management is an important input, and Organizational Learning is a key process, then Organizational innovation is a critical output.
Shuhsien Liao - One of the best experts on this subject based on the ideXlab platform.
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system perspective of knowledge management Organizational Learning and Organizational innovation
Expert Systems With Applications, 2010Co-Authors: Shuhsien Liao, Chichuan WuAbstract:In knowledge economics, enterprises need to adapt and update its knowledge to keep their capability of innovation. Therefore, the relationship between knowledge management and Organizational innovation is getting an important issue in research and in practical areas. However, without good capability of Organizational Learning, one Organizational cannot retain some important knowledge management practices in it. This study selects samples based on Common Wealth Magazine's Top 1000 manufacturers and Top 100 financial firms in 2007 by mails. A questionnaire survey was conducted and 327 valid replies were received. This research analyzes the relationship among knowledge management, as well as Organizational Learning and Organizational innovation utilizing structural equation modeling. The results show that Organizational Learning is the mediating variable between knowledge management and Organizational innovation. Just like a system, knowledge management is an important input, and Organizational Learning is a key process, then Organizational innovation is a critical output.
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relationships between knowledge inertia Organizational Learning and organization innovation
Technovation, 2008Co-Authors: Shuhsien Liao, Wuchen Fei, Chihtang LiuAbstract:Abstract Both as power and a resource, knowledge is a significant asset both for individuals and organizations. Thus, knowledge management has become one of the important issues for enterprises. However, when facing problems, people generally resort to their prior knowledge and experience for solutions. Such routine problem-solving strategy is termed “knowledge inertia”. This study aims to establish the constructs of knowledge inertia and examine the relationships between knowledge inertia, Organizational Learning and Organizational innovation. Structural equation modeling is employed to discuss the degree of influence each construct has on each other and whether their relationships vary in different organization types. A questionnaire survey was conducted to collect data from government organizations as well as state-run and private enterprises. A total of 485 valid responses were collected. Our results reveal that knowledge inertia comprises both Learning inertia and experience inertia. The relationships between the three variables are as follows. First, knowledge inertia exerts a mediating effect on Organizational innovation through Organizational Learning. Second, when a firm's members have either less Learning inertia or more experience inertia, the performance of the Organizational Learning will be better.
Miha Skerlavaj - One of the best experts on this subject based on the ideXlab platform.
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Organizational Learning culture innovative culture and innovations in south korean firms
Expert Systems With Applications, 2010Co-Authors: Miha Skerlavaj, Ji Hoon Song, Youngmin LeeAbstract:The aim of this paper is to present and test a model of innovativeness improvement based on the impact of Organizational Learning culture. The concept of Organizational Learning culture (OLC) is presented and defined as a set of norms and values about the functioning of an organization. They should support systematic, in-depth approaches aimed at achieving higher-level Organizational Learning. The elements of an Organizational Learning process that we use are information acquisition, information interpretation, and behavioral and cognitive changes. Within the competing values framework OLC covers some aspects of all four different types of cultures: group, developmental, hierarchical, and rational. Constructs comprising innovativeness are innovative culture and innovations, which are made of technical (product and service) and administrative (process) innovations. We use data from 201 Korean companies employing more than 50 people. The impact of OLC on innovations empirically tested via structural equation modeling (SEM). The results show that OLC has a very strong positive direct effect on innovations as well as moderate positive indirect impact via innovative culture.
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Organizational Learning culture the missing link between business process change and Organizational performance
International Journal of Production Economics, 2007Co-Authors: Miha Skerlavaj, Mojca Indihar Stemberger, Rok Skrinjar, Vlado DimovskiAbstract:The aim of this paper is to present and test a model of Organizational performance improvement based on the impact of Organizational Learning culture. The concept of Organizational Learning culture (OLC) is proposed and defined as a set of norms and values about the functioning of an organization. They should support systematic, in-depth approaches aimed at achieving higher-level Organizational Learning. The elements of an Organizational Learning process that we use are information acquisition, information interpretation, and behavioral and cognitive changes. Within the competing values framework OLC covers some aspects of all four different types of cultures: group, developmental, hierarchical, and rational. We use data from 203 Slovenian companies employing more than 50 people. The impact of OLC on Organizational performance is empirically tested via structural equation modeling (SEM). The results show that OLC has a positive direct impact on all three aspects of non-financial performance included in the model: performance from the employee, customer, and supplier perspectives. The effect of Organizational Learning culture on financial performance is still positive, but indirect (through non-financial performance from the employee perspective).
Vlado Dimovski - One of the best experts on this subject based on the ideXlab platform.
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expanding the model of Organizational Learning scope contingencies and dynamics
Economic and Business Review, 2016Co-Authors: Barbara Grah, Vlado Dimovski, Charles C Snow, Judita PeterlinAbstract:Our paper seeks to contribute to the understanding of Organizational Learning by (a) integrating existing models of Organizational Learning into a single model and (b) expanding the model to include inter-Organizational Learning, adding key contingencies suggested by the growing literature on neuroleadership, and incorporating a process dimension to reflect the fact that Organizational Learning is continuous and dynamic. The resulting expanded model of Organizational Learning encompasses four levels on which Learning can occur: individual, team, Organizational, and inter-Organizational. The overall validity of the model is illustrated by applying it to two knowledge-intensive Slovenian firms. Implications for theory and practice are discussed. DOI: 10.15458/85451.21
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Organizational Learning culture the missing link between business process change and Organizational performance
International Journal of Production Economics, 2007Co-Authors: Miha Skerlavaj, Mojca Indihar Stemberger, Rok Skrinjar, Vlado DimovskiAbstract:The aim of this paper is to present and test a model of Organizational performance improvement based on the impact of Organizational Learning culture. The concept of Organizational Learning culture (OLC) is proposed and defined as a set of norms and values about the functioning of an organization. They should support systematic, in-depth approaches aimed at achieving higher-level Organizational Learning. The elements of an Organizational Learning process that we use are information acquisition, information interpretation, and behavioral and cognitive changes. Within the competing values framework OLC covers some aspects of all four different types of cultures: group, developmental, hierarchical, and rational. We use data from 203 Slovenian companies employing more than 50 people. The impact of OLC on Organizational performance is empirically tested via structural equation modeling (SEM). The results show that OLC has a positive direct impact on all three aspects of non-financial performance included in the model: performance from the employee, customer, and supplier perspectives. The effect of Organizational Learning culture on financial performance is still positive, but indirect (through non-financial performance from the employee perspective).
