The Experts below are selected from a list of 117 Experts worldwide ranked by ideXlab platform
Tao Hua Ouyang - One of the best experts on this subject based on the ideXlab platform.
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the role of feedback in changing Organizational Routine a case study of haier china
International Journal of Information Management, 2013Co-Authors: Jing Elaine Chen, Tao Hua OuyangAbstract:Abstract The ability to change Organizational Routines according to the need of Organizational transformation is difficult to achieve, but increasingly vital for an organization to survive in a highly turbulent business environment. However, despite fruitful research on Organizational Routines, how Routines evolve through feedback remains unclear. This study aims to investigate the role of feedback in Routine changes by examining a case study of Haier, the largest home appliance manufacturer in the world. The findings of this case show that feedback of a Routine plays a critical role in Routine changes. It highlights that feedback helps an organization to make sense of its behavior patterns and evaluate these patterns properly, which enable the organizations to better initiate and advocate Routine changes that are necessary for a successful Organizational transformation. Further, this case shows the importance of leveraging IT in managing Routine changes.
Jing Elaine Chen - One of the best experts on this subject based on the ideXlab platform.
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the role of feedback in changing Organizational Routine a case study of haier china
International Journal of Information Management, 2013Co-Authors: Jing Elaine Chen, Tao Hua OuyangAbstract:Abstract The ability to change Organizational Routines according to the need of Organizational transformation is difficult to achieve, but increasingly vital for an organization to survive in a highly turbulent business environment. However, despite fruitful research on Organizational Routines, how Routines evolve through feedback remains unclear. This study aims to investigate the role of feedback in Routine changes by examining a case study of Haier, the largest home appliance manufacturer in the world. The findings of this case show that feedback of a Routine plays a critical role in Routine changes. It highlights that feedback helps an organization to make sense of its behavior patterns and evaluate these patterns properly, which enable the organizations to better initiate and advocate Routine changes that are necessary for a successful Organizational transformation. Further, this case shows the importance of leveraging IT in managing Routine changes.
Luisa Errichiello - One of the best experts on this subject based on the ideXlab platform.
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Service innovation: Organizational Routines, technology and change processes
2012Co-Authors: Luisa ErrichielloAbstract:inglese) This dissertation aims at contributing to knowledge and theory about innovation and change processes in service organizations. It contains three essays, one theoretical and two empirical. The field research consists of a longitudinal case study of a major fleet management company and employs inductive analysis of qualitative data. The first essay provides the theoretical foundations for a processual theory of service innovation drawing on the concept of Organizational Routine and adopting a structuration and practice-based perspective. The second essay uses qualitative data analysis to trace the co-evolutionary changes that relate the traditional service delivery system dimensions with (inter-)Organizational Routines as they develop during the innovation process and, inductively, contributes to identify mechanisms underlying replicability and discontinuity in service innovation outputs. The third essay examines how path-dependence simultaneously unfolds over time at the level of technology and Organizational Routines as service innovation is triggered by deliberate interventions established by management. Empirical findings contributes to our understanding about how self-reinforcing mechanisms shape Organizational adaptation capability over time.
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exploring service innovation new insights from an Organizational Routine based perspective
2012Co-Authors: Luisa Errichiello, Francesco Zirpoli, Giulio MaggioreAbstract:How does service innovation emerge through changes in delivery Routines? Drawing on theories of service innovation and Organizational Routines, we theoretically frame service innovation as a form of Organizational Routines change. Then, through a longitudinal, explorative and inductive case study, we trace the co-evolutionary changes that relate traditional service innovation dimensions with intra-firm and cross-firm delivery Routines. We submit that representing service innovation as a change in Organizational Routines is consistent with its multi-dimensional nature since it simultaneously addresses changes in the service delivery system, the service process, and performance outcomes. Additionally,
William Acar - One of the best experts on this subject based on the ideXlab platform.
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Software and human agents in Knowledge Codification
Knowledge Management Research & Practice, 2010Co-Authors: Pratim Datta, William AcarAbstract:In the age of digital networks and databases, gathering data is no longer a differentiating attribute. Instead, the onus is upon creating knowledge and codifying it into the Organizational Routine. The central theme of this paper is to offer a systematic knowledge codification Routine that embodies specific agent attributes and best re-engineering practices. The knowledge process re-engineering schema is proposed as a Routine comprising extraction, transformation, and loading to encompass seeking knowledge inputs, converting them based on context, and codifying knowledge for Organizational reuse. Using the organization as the primary unit of analysis, the scope of our discussion explicates an agent-mediated process re-engineering model of knowledge creation and codification. The proposed re-engineering captures the synthetic transformation of data into information, information into explicit knowledge, the use of explicit knowledge as an input to tacit knowledge, and the codification of tacit knowledge into explicit knowledge in an attempt to shift the ownership and control of knowledge from the individual to the organization.
Michael X Cohen - One of the best experts on this subject based on the ideXlab platform.
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individual learning and Organizational Routine emerging connections
Organization Science, 1991Co-Authors: Michael X CohenAbstract:The intent of this review essay is to draw attention to a striking convergence of work on learning being done-separately until now-by students of Organizational learning and by psychologists interested in memory and in skilled performance. Issues being raised in the study of Organizational learning are nicely complemented by current developments in psychology. They provide both confirmation of what organization theorists have intuited about individuals and a more differentiated understanding of skill-learning and memory that should enrich Organizational theorizing and observation. The plan of the essay is to sketch an interesting example of recent work on both the Organizational and psychological sides, then to discuss their points of contact. In Information and Organizations, Arthur L. Stinchcombe has made a large-scale effort to extract and reframe central organization theory assertions of major figures such as Schumpeter, Chandler, and Simon. He synthesizes them with insights derived from his own observations of manufacturing, oil extraction, construction, and, university administration to obtain a distinctive new perspective on organizations. The result is a very stimulating argument that the variety of Organizational forms we see about us are the product of a fundamental Organizational dynamic: the seeking and processing of information about the organization's key uncertainties. In effect, Organizational structure is viewed as a design for Organizational learning, for acquiring information about the state of the world and for improving what the organization can do. The foundation of Organizational capabilities, in Stinchcombe's view, are the skills of its individual members. These he compares to small computer programs: "the parts of an individual's skill which are completely routinized are the parts that he or she does not have to think about once a Routine is switched on in the worker's mind, it goes on the end without further consultation of the higher faculties" (p. 63). The view is somewhat similar to that of Nelson and Winter (1982). Information about uncertainties ("the news" as Stinchcombe often calls it) serves two purposes with respect to the repertoire of skills: in building/modifying its contents, the Routines themselves, and in switching activation among those Routines potentially relevant to the current context. Building and modifying the repertoire are fundamental activities because they embody learning in Routines, thus constituting a major form of Organizational memory. The steady refinement of that repertoire generates much of the performance improvement we see in learning curve research (as in the article in this issue by Argote and Epple). The rate of such improvement can be dramatic, which causes Stinchcombe to remark that "at the beginning of a production run there is not much one can do that is as inefficient as buying the same activities today that one bought yesterday" (p. 372/133).