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Articles 1 - 7 of 7
Full-Text Articles in Business
Transformation And Resilience At The University Of Redlands, James Spee
Transformation And Resilience At The University Of Redlands, James Spee
James Spee
Assimilation Of Big Data Innovation: Investigating The Roles Of It, Social Media, And Relational Capital, Pratyush Bharati, Abhijit Chaudhury
Assimilation Of Big Data Innovation: Investigating The Roles Of It, Social Media, And Relational Capital, Pratyush Bharati, Abhijit Chaudhury
Pratyush Bharati
When Does Employee Turnover Matter? Dynamic Member Configurations, Productive Capacity, And Collective Performance, John Hausknecht, Jacob A. Holwerda
When Does Employee Turnover Matter? Dynamic Member Configurations, Productive Capacity, And Collective Performance, John Hausknecht, Jacob A. Holwerda
John Hausknecht
In theory, employee turnover has important consequences for groups, work units, and organizations. However, past research has not revealed consistent empirical support for a relationship between aggregate levels of turnover and performance outcomes. In this paper, we present a novel conceptualization of turnover to explain when, why, and how it affects important outcomes. We suggest that greater attention to five characteristics—leaver proficiencies, time dispersion, positional distribution, remaining member proficiencies, and newcomer proficiencies—will reveal dynamic member configurations that predictably influence productive capacity and collective performance. We describe and illustrate the five properties, explain how particular member configurations exacerbate or diminish turnover’s …
Market Orientation, Learning Orientation And Product Innovation: Delving Into The Organization's Black Box, William Baker, James Sinkula
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
Training And Personal Development, Thomas M. Cavanagh, Kurt Kraiger
Thomas M. Cavanagh
How To Strengthen Positive Organizational Behaviors Fostering Experiential Learning? The Case Of Military Organizations, Andrzej Lis
Journal of Entrepreneurship, Management and Innovation JEMI
The aim of the paper is to study the challenges concerning organizational behaviors crucial for Lessons Learned capabilities in military organizations as well as to indentify the solutions and recommendations to develop and strengthen positive organizational culture, climate and behaviors fostering experiential learning. The attention is focused around positive behaviors recognized by NATO as the key success factors for Lessons Learned capabilities such as: the engagement of leaders, positive mindset, willingness to share information and stakeholder involvement. The contents of the paper are mainly based on the interviews with Lessons Learned experts and practitioners representing both NATO commands, bodies and …
Knowledge Creation: Revisiting The 'Ba' Humbug: People And 'Latent' Knowledge In Organizational Learning, Donald Nordberg
Knowledge Creation: Revisiting The 'Ba' Humbug: People And 'Latent' Knowledge In Organizational Learning, Donald Nordberg
Donald Nordberg
This paper is a draft of an article that appeared in the Icfai Journal of Knowledge Management in 2007. Knowledge management theory has struggled with the concept of knowledge creation. Since the seminal article of Nonaka in 1991, an industry has grown up seeking to capture the knowledge in the heads and hearts of individuals so as to leverage them for organizational learning and growth. But the SECI process of socialization, externalization, combination and internalization outlined by Nonaka and his colleagues has dealt essentially with knowledge transfer rather than creation. This paper looks at attempts to fill the gap in …