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Showing 1 to 15 of 128 results Save | Export
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Retna, Kala S. – International Journal of Learning and Change, 2023
This paper describes a qualitative case study of a fledgling IT organisation's espoused journey to becoming a learning organisation (LO). In particular, it examines how that change journey was informed and impacted by notions and elements embedded in Örtenblad's (2004) model of a LO. It derives insights from the organisation's experience to…
Descriptors: Organizational Change, Organizational Development, Information Technology, Consultants
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Gu, Jibao; Chen, Zhi; Huang, Qian; Liu, Hefu; Huang, Shenglan – Journal of Creative Behavior, 2018
An inter-organizational team, which consists of diverse members from different organizations to conduct an initiative, has been widely treated as a critical method to improve organizational innovation. This study proposes a multilevel model to test the relationship between shared leadership and creativity at both team- and individual level in the…
Descriptors: Creativity, Institutional Cooperation, Organizational Change, Leadership Styles
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Laitinen, Ilpo; Stenvall, Jari – Journal of Adult and Continuing Education, 2016
This article discusses what kinds of organisational and change processes take place when shifting to customer-oriented service concept, here called "third generation services". Our interest lies in the learning process that produces the development of services in cities and regions in new ways and how to develop services in practice so…
Descriptors: Foreign Countries, Social Services, Health Services, Organizational Change
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Oliver, Sandra; Dickson, Kelly – Evidence & Policy: A Journal of Research, Debate and Practice, 2016
Support for producing systematic reviews about health systems is less well developed than for those about clinical practice. From interviewing policy makers and systematic reviewers we identified institutional mechanisms which bring systematic reviews and policy priorities closer by harnessing organisational and individual motivations, emphasising…
Descriptors: Health Services, Systems Analysis, Systems Approach, Health Programs
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Pourdehnad, John; Smith, Peter A. C. – Learning Organization, 2012
Purpose: While the importance of organizational learning for sustainability has been stressed by a number of authors in the literature, the practicalities of how organizational leaders might foster such learning are seldom treated. This paper seeks to demonstrate that there is much that could be learned from the aviation industry about…
Descriptors: Industry, Safety, Organizational Change, Sustainability
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Wolf, Jason A. – International Journal of Training and Development, 2011
The focus of this issue of the "IJTD" on organization development reinforces the importance of a continuing exploration of change. This is even more significant when considering that change is not only unavoidable but is also occurring with greater speed. Models of planned change may no longer be sufficient to address the needs of today's…
Descriptors: Educational Theories, Organizational Development, Researchers, Training
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Godkin, Lynn – Learning Organization, 2010
Purpose: The purpose of this paper is to describe how interruptions in organizational learning effect institutional absorptive capacity and contribute to organizational inertia. Design/methodology/approach: An exploratory model is presented as a heuristic to describe how interruptions in organizational learning affect absorptive capacity.…
Descriptors: Organizational Change, Organizational Development, Models, Scientific Concepts
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Kaufman, Roger; Bernardez, Mariano L. – Performance Improvement Quarterly, 2012
Conventional human performance technology has had a good run. It allowed scientific and data-based research to be applied to improve performance, usually just individual performance. The field must be expanded without losing this individual performance focus to include a scope that measurably improves performance for individuals and organizations…
Descriptors: Performance Technology, Organizational Change, Organizational Development, Models
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Gilstrap, Donald L. – portal: Libraries and the Academy, 2009
This article provides a historiographical analysis of major leadership and organizational development theories that have shaped our thinking about how we lead and administrate academic libraries. Drawing from behavioral, cognitive, systems, and complexity theories, this article discusses major theorists and research studies appearing over the past…
Descriptors: Academic Libraries, Organizational Development, Leadership, Behavior Theories
Callery, Claude Adam – ProQuest LLC, 2012
This qualitative study identified the best practices utilized by community colleges to achieve systemic and cultural agreement in support of the integration of institutional effectiveness measures (key performance indicators) to inform decision making. In addition, the study identifies the relevant motives, organizational structure, and processes…
Descriptors: Knowledge Management, Program Effectiveness, Institutional Evaluation, Organizational Effectiveness
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Norris, Donald M.; Lefrere, Paul – Research in Learning Technology, 2011
This paper presents a patterns-based model of the evolution of learning and competence-building technologies, grounded in examples of current practice. The model imagines five simple stages in how institutions use "expeditionary change" to innovate more nimbly. It builds upon three assertions. First, the pervasiveness of web-based…
Descriptors: Foreign Countries, Electronic Learning, Higher Education, Competence
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Roberts, Cynthia; Coghlan, David – Action Learning: Research and Practice, 2011
Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces "concentric collaboration" at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as…
Descriptors: Leadership Training, Experiential Learning, Cooperation, Organizational Change
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Oliver, John – Action Learning: Research and Practice, 2008
Action learning encourages individual reflection, insightful questioning and assumption breaking that result in changes in attitude and behaviour. This learning process provides the potential to explore and solve complex organizational problems such as the question of how to develop a future business strategy. Existing literature on the process of…
Descriptors: Strategic Planning, Experiential Learning, Management Development, Models
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Leimer, Christina – New Directions for Institutional Research, 2009
Many authors (Kezar, 2005; Duke, 2002; Keeling, Underhile, and Wall, 2007; Matier, Sidle, and Hurst, 1994) propose a new model of higher education organizations or a style of decision making whose central component is collaboration. This key characteristic helps make full use of all of the institution's resources to increase the likelihood that it…
Descriptors: Higher Education, Institutional Research, Administrative Organization, Models
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Wang, Jia; Hutchins, Holly M.; Garavan, Thomas N. – Human Resource Development Review, 2009
Crisis management has been a largely overlooked territory in human resource development (HRD) despite the increasingly recognized impact of organizational crises on the individual and organizational performance. This article explores the strategic role of HRD in the context of organizational crisis management using Garavan's strategic HRD model as…
Descriptors: Crisis Management, Labor Force Development, Human Resources, Organizational Development
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