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Impact of Executive Isolation on Leadership and Learning Culture: A Study across Chief Executive Officers and Employees of Technology Enterprises in India
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Rishi Kappal; Dharmesh K. Mishra – Learning Organization, 2024
Purpose: Executive isolation, also known as workplace loneliness, its factors and impact are major issues for organizational development, future of work for leadership and learning culture. The purpose of this study is to examine the Executive isolation phenomenon where relationships between power distance, organizational culture and executive…
Descriptors: Foreign Countries, Organizational Culture, Leadership, Business
Creating Learning Organization 2.0: A Contextualized and Multi-Stakeholder Approach
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Mak, Carry; Hong, Jacky – Learning Organization, 2020
Purpose: This paper aims to offer a contextualized and multi-stakeholder perspective for creating a learning organization (LO) 2.0. Design/methodology/approach: Based on a systematic review of the critiques of LO in the past three decades, this paper suggests some possible directions for the development of next-generation of LO (e.g. LO 2.0).…
Descriptors: Criticism, Models, Stakeholders, Design
Linking Shared Organisational Context and Relational Capital through Unlearning: An Initial Empirical Investigation in SMEs
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Cegarra-Navarro, Juan G.; Dewhurst, Frank W. – Learning Organization, 2006
Purpose: The environment provided by an organisation to facilitate learning and create knowledge has been defined as the shared organisational context. The value to an organisation of knowledge created by the shared organisational context is called intellectual capital, of which one key component is relational capital. The purpose of this paper is…
Descriptors: Knowledge Management, Educational Environment, Teamwork, Organizational Development
Designing and Implementing Collaborative Improvement in the Extended Manufacturing Enterprise: Action Learning and Action Research (ALAR) in CO-IMPROVE
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Coghlan, David; Coughlan, Paul – Learning Organization, 2006
Purpose: The purpose of this article is to provide a design and implementation framework for ALAR (action learning action research) programme which aims to address collaborative improvement in the extended manufacturing enterprise. Design/methodology/approach: This article demonstrates the design of a programme in which action learning and action…
Descriptors: Action Research, Experiential Learning, Program Implementation, Cooperation
The Role of Culture on Knowledge Transfer: The Case of the Multinational Corporation
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Lucas, Leyland M. – Learning Organization, 2006
Purpose: This paper aims to look at the issue of culture's role in knowledge transfer within multinational corporations (MNCs). Studies of MNCs have hinted at the importance of culture to the performance of subsidiaries. Using Hofstede's cultural dimensions of power distance, individualism/collectivism, uncertainty avoidance, and…
Descriptors: Cultural Differences, Corporations, Cultural Influences, Context Effect
Operationalizing the Concept of Value--An Action Research-Based Model
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Naslund, Dag; Olsson, Annika; Karlsson, Sture – Learning Organization, 2006
Purpose: While the importance of measuring customer satisfaction levels is well established, less research exists on how organizations operationalize such knowledge. The purpose of this paper is to describe an action research (AR) case study resulting in a workshop model to operationalize the concept of value. The model facilitates organizational…
Descriptors: Action Research, Training Methods, Staff Development, Employee Attitudes