Business Commons^™

Redefining Expectations For Place-Based Philanthropy, Katelyn Mack, Hallie Preskill, James Keddy, Moninder-Mona K. Jhawar

The Foundation Review

This article discusses how The California Endowment has used a midcourse strategic review to refine Building Healthy Communities, aiming to provide insight for other place-based initiatives and to add to the body of knowledge about how to support transformative community change.

With Building Healthy Communities, the endowment is taking a new approach to community change using a dual strategy to build community capacity in 14 places and scale the impact of its local efforts through statewide policy advocacy and communications. In 2013, it commissioned a strategic review to reflect on what it has learned from the first three years of …

Market Orientation, Learning Orientation And Product Innovation: Delving Into The Organization's Black Box, William Baker, James Sinkula

William E. Baker

Many scholars now agree that market orientation is necessary, but not sufficient to facilitate the type of innovation that breeds long-term competitive advantage (cf. Dickson, 1996). In addition to a strong market orientation, a firm must also be able to institutionalize higher order learning processes, the type of learning that enables radical innovation. Recent research (cf. Baker and Sinkula, 1999) has empirically established a synergistic effect of market orientation and learning orientation on organizational performance. This paper attempts to add to the literature by offering a more complete theoretical explanation of how these two constructs interact to affect product innovation …

Training And Personal Development, Thomas M. Cavanagh, Kurt Kraiger

Thomas M. Cavanagh

Organizational Learning As Catalyst To Technological Innovation, Jongbae Kim, David Wilemon

Asia Marketing Journal

With rapid change and intensive competition in the global economy, the capability to capture, absorb, develop, and transfer new knowledge is a key organizational success factor. Through effective learning, companies are more likely to develop the innovation, quality, and responsiveness essential to meet the growing expectations of customers and the disruptive threats of competitors and new technologies. In the paper the role of technological innovation and its relationship to organizational learning in managing technology-based new products are examined. Several factors which can influence the rate and effectiveness of organizational learning are identified. Barriers to learning also are discussed. Finally, several …

Patient Safety Culture And High Reliability Organizations, Jared D. Padgett

Walden Dissertations and Doctoral Studies

A 1999 evaluation of case studies performed by staff from the Institute of Medicine found that between 40,000 and 98,000 patients died from preventable errors, while 43,598 individuals died in car accidents that year. A 2011 report increased that estimate nearly 10 times. Widespread preventable patient harm still occurs despite an increase in healthcare regulations. High-reliability organization theory has contributed to improved safety and may potentially reverse this trend. This explorative single case study explored how the perceptions and experiences of nursing and respiratory staff affected the successful transition of a healthcare organization into a reliability-seeking organization. Fourteen participants from …

When Do Domestic Alliances Help Ventures Abroad? Direct And Moderating Effects From A Learning Perspective, Hana Milanov, Stephanie A. Fernhaber

Scholarship and Professional Work - Business

While the importance of strategic alliances for new venture internationalization is well acknowledged, the effect of domestic partners remains less understood. Building on organizational learning theory's vicarious learning arguments, we suggest that internationally experienced domestic partners positively influence new ventures' international intensity. Moreover, acknowledging that ventures may have multiple learning sources, we argue that the effect is more pronounced when substituting for the lack of new ventures' top management teams' international experience, or when complementing the insights about foreign markets received from foreign alliance partners. The analysis of 194 publicly held new ventures largely supports our hypotheses.