This document discusses organizational learning and leadership styles in research and technology organizations (RTOs) using a case study of Tecnalia, a merged RTO in Spain. It analyzes organizational learning processes and complexity leadership functions at both the strategic level of the merger and the operational level of two multidisciplinary R&D projects. Three propositions are developed: 1) adaptive leadership facilitates knowledge exploration in R&D projects through intuition and interpretation, 2) enabling leadership enables knowledge integration and exploitation, and 3) administrative leadership institutionalizes learning from the merger process. Qualitative research methods were used to study the levels including interviews and project documentation analysis.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Implicit Leadership Perception at Context of; Intergovernmental and Nongovern...inventionjournals
Main focus of this study is exploring the Intergovernmental and Nongovernmental Organizations’ employees leadership perceptions based on differences of their cultural, national, educational, experience. The reason of studying in this sector; contains variety of cultural background and international experienced staff .Research has been done Gaziantep in Turkey because many UN agencies and NGO’s are operating in Gaziantep based on current situation in Syria armed conflict. Also this kind of organizations are specialized for emergency situations, development strategies and humanitarian aid at worldwide so we have to take in to account how hard it is managing these issues globally. We found some evidence that affecting leadership perceptions which are related participant experience, foreign language and education level and details are provided on discussion section. The question of research is expectations of leadership by multinational organizations employees. We haven’t seen any direct study related for both Intergovernmental and Nongovernmental organizations employees’ perceptions of implicit leadership, for this reason our study may provide contribution to literature.
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Implicit Leadership Perception at Context of; Intergovernmental and Nongovern...inventionjournals
Main focus of this study is exploring the Intergovernmental and Nongovernmental Organizations’ employees leadership perceptions based on differences of their cultural, national, educational, experience. The reason of studying in this sector; contains variety of cultural background and international experienced staff .Research has been done Gaziantep in Turkey because many UN agencies and NGO’s are operating in Gaziantep based on current situation in Syria armed conflict. Also this kind of organizations are specialized for emergency situations, development strategies and humanitarian aid at worldwide so we have to take in to account how hard it is managing these issues globally. We found some evidence that affecting leadership perceptions which are related participant experience, foreign language and education level and details are provided on discussion section. The question of research is expectations of leadership by multinational organizations employees. We haven’t seen any direct study related for both Intergovernmental and Nongovernmental organizations employees’ perceptions of implicit leadership, for this reason our study may provide contribution to literature.
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Improving leadership in higher education institutionsmejastudy
Improving leadership in Higher Education institutions:
a distributed perspective
Jitse D. J. van Ameijde Æ Patrick C. Nelson Æ Jon Billsberry Æ
Nathalie van Meurs
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
A Comparative Analysis of Organizational Structure and Effectiveness between ...inventionjournals
The nature of services in institutions of higher learning requires that all stakeholders play
positive roles in the sustainability of the institution’s survival and effectiveness in giving quality teaching,
research and learning. Structure and processes are core requirements for understanding organizational
effectiveness. The actual scenario in the field, however, raises concerns as to whether cases of pending work,
inefficiency, conflicts among others can be arrested by having proper structures and processes. The purpose of
the study was to assess the effect of organizational structure on organizational effectiveness, in public and
private universities in Kenya, using the case of Moi University and University of East Africa (UEA)-Baraton.
Based on the study, this paper undertakes a comparative analyisis of organizational structure and
organizational effectiveness between UEA-Baraton and Moi University and the extent to which the nature of
formalization and level of horizontal integration are antecedents to level of communication and locus of
decision-making. The study utilized a cross-sectional survey design that was descripto-explanatory in nature to
identify attributes of the study population using a small sample of individuals. Independent samples t-test was
used to test whether there was any significant difference in organizational structure and organizational
effectiveness between public and private universities. Further, the study used hierarchical regression analysis to
test the hypotheses. Based on the sample of 365 participants (300 from Moi University and 65 from UEABaraton),
the independent samples t-test confirmed that there were significant differences in organizational
structure and organizational effectiveness between public and private universities. The regression results
indicated that the locus of decision-making had positive and significant effects on productivity, stability,
resource acquisition and human resource satisfaction and development. The results highlight the need to
improve organizational structure which has positive impacts on organizational effectiveness under the
moderation of organizational processes. This move is necessitated by the accelerated pace of business
complexity today.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Improving leadership in higher education institutionsmejastudy
Improving leadership in Higher Education institutions:
a distributed perspective
Jitse D. J. van Ameijde Æ Patrick C. Nelson Æ Jon Billsberry Æ
Nathalie van Meurs
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
A Comparative Analysis of Organizational Structure and Effectiveness between ...inventionjournals
The nature of services in institutions of higher learning requires that all stakeholders play
positive roles in the sustainability of the institution’s survival and effectiveness in giving quality teaching,
research and learning. Structure and processes are core requirements for understanding organizational
effectiveness. The actual scenario in the field, however, raises concerns as to whether cases of pending work,
inefficiency, conflicts among others can be arrested by having proper structures and processes. The purpose of
the study was to assess the effect of organizational structure on organizational effectiveness, in public and
private universities in Kenya, using the case of Moi University and University of East Africa (UEA)-Baraton.
Based on the study, this paper undertakes a comparative analyisis of organizational structure and
organizational effectiveness between UEA-Baraton and Moi University and the extent to which the nature of
formalization and level of horizontal integration are antecedents to level of communication and locus of
decision-making. The study utilized a cross-sectional survey design that was descripto-explanatory in nature to
identify attributes of the study population using a small sample of individuals. Independent samples t-test was
used to test whether there was any significant difference in organizational structure and organizational
effectiveness between public and private universities. Further, the study used hierarchical regression analysis to
test the hypotheses. Based on the sample of 365 participants (300 from Moi University and 65 from UEABaraton),
the independent samples t-test confirmed that there were significant differences in organizational
structure and organizational effectiveness between public and private universities. The regression results
indicated that the locus of decision-making had positive and significant effects on productivity, stability,
resource acquisition and human resource satisfaction and development. The results highlight the need to
improve organizational structure which has positive impacts on organizational effectiveness under the
moderation of organizational processes. This move is necessitated by the accelerated pace of business
complexity today.
Blogging For Your Personal Brand was presented as part of a course called Creating and Managing Your Online Personal Brand at Lindenwood University in St. Charles, MO.
Examine the Relevance of Processes in How Individuals and Organiza.docxSANSKAR20
Examine the Relevance of Processes in How Individuals and Organizations Learn
Instructions
You will now examine how individuals, teams, and the organization as an entity learn.
Identify the significant differences (or similarities) relevant to how each level of the organization learns. Then, prepare an evaluation of two (2) or three (3) significant opportunities that are most needed or likely to have a positive impact in the organization you have chosen to research.
Discuss how you will implement these opportunities and what changes may be required to overcome any obstacles you can anticipate.
Support your evaluation with a minimum of three resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.
Length: 5-7 pages, not including title and reference pages
Your evaluation should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Pedagogic challenges in the learning organization
Full Text
· TranslateFull text
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Introduction
In recent years pedagogical approaches appear increasingly significant regarding learning in working life, workplace learning and learning organizations. Billett (2008) conceptualizes the relations between educational efforts and peoples' everyday learning processes at work as pedagogic issues and qualities. Pedagogic activities as "work-based learning" (Siebert et al. , 2009) and "work-integrated learning" (Martin et al. , 2012) are structured educational attempts to facilitate learning processes at work showing the importance of linking pedagogy and workplace learning together. Although Senge's (1990) interest in dialogue, team learning and leaders' role as teachers, more elaborated pedagogical perspectives are not emphasized in literature on the learning organization (TLO) tradition or in the knowledge management (KM) approach particularly. However, Lustri et al. (2007) propose to connect the tradition of KM to TLO and describe a link between the technical aspects of organizational creation and storing of knowledge and a sociocultural approach of theories of learning. The authors' approach appears as a pedagogic intervention effort considering especially the strategic steering of interpretative and reflective aspects of individuals' learning processes. They also point to the importance of team learning to spread experiences and individual knowledge. Knowledge in an organization is a contextual construction, practice-based and often tacit (Gherardi, 2009). It is a result of complex social processes of team learning and appears difficult to manage effectively (Sondergaard et al. , 2007). This, in turn, increases the interest of pedagogic leadership described as a research-based inte ...
Gadjah Mada International Journal of Business - September-DecDustiBuckner14
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
Relationship between transformational leadership, Innovation, Learning and Gr...Editor IJCATR
The main purpose of this paper is to justify and discuss the relationship among transformational leadership, innovation,
learning and growth, internal process within government organizations. Transformational leadership style consists of five components
namely vision, intellectual stimulation, inspirational communication, personal recognition, and supportive leadership. Besides,
innovation, learning and growth, and internal process are considered as three main perspectives of organization’s performance.
Concept of Learning Organization: Facilitators and Flow of Learning IJERA Editor
Purpose – The purpose of this study is to ascertain that various facilitators of learning such as learning culture,
climate, semantic web technology, information communication technology and knowledge management hold
importance to facilitate the flow of learning, which begins at individual-group-and ultimately at organizational
level in an organization.
Design/methodology/approach – This review paper is based on the research papers written by other authors,
who have studied the concept of learning organization, importance of conducive learning culture and climate,
impact of facilitators on the flow of learning in an enterprise. A model is developed to illustrate the impact of
the facilitators of learning on the flow of learning in an organization.
Findings – The study expresses that a conducive and harmonious learning culture and climate, web technology,
knowledge management leads to smooth flow of learning at individual-group- and organizational level. Such a
culture and climate contributes to an ethical organization, has a direct relationship with the performance of an
enterprise, learning capability and competitive advantage.
Limitations –This study is based on secondary research which has been published by reputed authors in this
field.
Acronyms – LO (Learning Organization), OL (Organization Learning), KM (Knowledge Management), SWT
(Semantic Web Technology), ICT (Information and Communication technology).
Concept of Learning Organization: Facilitators and Flow of LearningIJERA Editor
Purpose – The purpose of this study is to ascertain that various facilitators of learning such as learning culture,
climate, semantic web technology, information communication technology and knowledge management hold
importance to facilitate the flow of learning, which begins at individual-group-and ultimately at organizational
level in an organization.
Design/methodology/approach – This review paper is based on the research papers written by other authors,
who have studied the concept of learning organization, importance of conducive learning culture and climate,
impact of facilitators on the flow of learning in an enterprise. A model is developed to illustrate the impact of
the facilitators of learning on the flow of learning in an organization.
Findings – The study expresses that a conducive and harmonious learning culture and climate, web technology,
knowledge management leads to smooth flow of learning at individual-group- and organizational level. Such a
culture and climate contributes to an ethical organization, has a direct relationship with the performance of an
enterprise, learning capability and competitive advantage.
Limitations –This study is based on secondary research which has been published by reputed authors in this
field.
Acronyms – LO (Learning Organization), OL (Organization Learning), KM (Knowledge Management), SWT
(Semantic Web Technology), ICT (Information and Communication technology).
Implementing communities of practice in a matrix organizationAndrew Muras, PMP
Presented at ASEM's (American Society of Engineering Management) annual conference in October 2014. It's based on work done at Pearl Harbor Naval Shipyards.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
EXPLORING THE INFLUENCE OF PRINCIPALS' TRANSFORMATIONAL LEADERSHIP ON FACULTY...indexPub
This scholarly investigation delves into the impact of transformational leadership wielded by principals on knowledge sharing and organizational learning within faculty in Bengaluru, India's higher educational institutions. Drawing data from a diverse sample of 505 faculty members across ten institutions of varying sizes, encompassing small, medium-sized, and large establishments, the study utilizes structural equation modelling. The results illuminate a positive correlation between transformational leadership and knowledge sharing, as well as organizational learning.
LEADERSHIP DEVELOPMENTA REVIEW IN CONTEXTDavid V. Day.docxcroysierkathey
LEADERSHIP DEVELOPMENT:
A REVIEW IN CONTEXT
David V. Day*
The Pennsylvania State University
Interest in leadership development is strong, especially among practitioners. Nonetheless, there
is conceptual confusion regarding distinctions between leader and leadership development, as
well as disconnection between the practice of leadership development and its scientific foundation.
The present review examines the field of leadership development through three contextual
lenses: (1) understanding the difference between leader development and leadership development
(conceptual context); (2) reviewing how state-of-the-art development is being conducted in the
context of ongoing organizational work (practice context); and (3) summarizing previous research
that has implications for leadership development (research context). The overall purpose is to
bridge the practice and science of leadership development by showing the importance of building
both human and social capital in organizations. Specific practices that are reviewed include 360-
degree feedback and executive coaching, mentoring and networking, and job assignments and
action learning. Practices and research are framed in terms of a general need to link leader
development, which is primarily based on enhancing human capital, with leadership development
that emphasizes the creation of social capital in organizations.
In the traditional organization—the organization of the last one hundred
years—the skeleton or internal structure, was a combination of rank and
power. In the emerging organization, it has to be mutual understanding and
responsibility.
—Peter F. Drucker, Managing in Times of Great Change
Interest in leadership development appears to be at its zenith. One indicator of
this interest is seen in survey results highlighting the increased attention and re-
sources given to leadership development (The Conference Board, 1999). Many
organizations are viewing leadership as a source of competitive advantage and are
investing in its development accordingly (McCall, 1998; Vicere & Fulmer, 1998).
* Direct all correspondence to: David V. Day, Department of Psychology, The Pennsylvania State
University, University Park, PA 16802; e-mail: [email protected]
Leadership Quarterly, 11(4), 581–613.
Copyright 2001 by Elsevier Science Inc.
All rights of reproduction in any form reserved.
ISSN: 1048-9843
582 LEADERSHIP QUARTERLY Vol. 11 No. 4 2000
Another indicator of the burgeoning interest in leadership development is the
number of current publications on the topic. One of the most notable offerings is the
Center for Creative Leadership Handbook of Leadership Development (McCauley,
Moxley, & Van Velsor, 1998), which summarizes much of what Center researchers
and trainers have learned about leadership development over the past 30 years. In
addition, there are a number of recently published books and book chapters devoted
to various aspects of leadership development (e.g., Conger & Benjamin, 19 ...
LEADERSHIP DEVELOPMENTA REVIEW IN CONTEXTDavid V. Day.docxjeremylockett77
LEADERSHIP DEVELOPMENT:
A REVIEW IN CONTEXT
David V. Day*
The Pennsylvania State University
Interest in leadership development is strong, especially among practitioners. Nonetheless, there
is conceptual confusion regarding distinctions between leader and leadership development, as
well as disconnection between the practice of leadership development and its scientific foundation.
The present review examines the field of leadership development through three contextual
lenses: (1) understanding the difference between leader development and leadership development
(conceptual context); (2) reviewing how state-of-the-art development is being conducted in the
context of ongoing organizational work (practice context); and (3) summarizing previous research
that has implications for leadership development (research context). The overall purpose is to
bridge the practice and science of leadership development by showing the importance of building
both human and social capital in organizations. Specific practices that are reviewed include 360-
degree feedback and executive coaching, mentoring and networking, and job assignments and
action learning. Practices and research are framed in terms of a general need to link leader
development, which is primarily based on enhancing human capital, with leadership development
that emphasizes the creation of social capital in organizations.
In the traditional organization—the organization of the last one hundred
years—the skeleton or internal structure, was a combination of rank and
power. In the emerging organization, it has to be mutual understanding and
responsibility.
—Peter F. Drucker, Managing in Times of Great Change
Interest in leadership development appears to be at its zenith. One indicator of
this interest is seen in survey results highlighting the increased attention and re-
sources given to leadership development (The Conference Board, 1999). Many
organizations are viewing leadership as a source of competitive advantage and are
investing in its development accordingly (McCall, 1998; Vicere & Fulmer, 1998).
* Direct all correspondence to: David V. Day, Department of Psychology, The Pennsylvania State
University, University Park, PA 16802; e-mail: [email protected]
Leadership Quarterly, 11(4), 581–613.
Copyright 2001 by Elsevier Science Inc.
All rights of reproduction in any form reserved.
ISSN: 1048-9843
582 LEADERSHIP QUARTERLY Vol. 11 No. 4 2000
Another indicator of the burgeoning interest in leadership development is the
number of current publications on the topic. One of the most notable offerings is the
Center for Creative Leadership Handbook of Leadership Development (McCauley,
Moxley, & Van Velsor, 1998), which summarizes much of what Center researchers
and trainers have learned about leadership development over the past 30 years. In
addition, there are a number of recently published books and book chapters devoted
to various aspects of leadership development (e.g., Conger & Benjamin, 19.
Achieving contextual ambidexterity in R&D organizations: a management control...Ian McCarthy
Research on how managers control R&D activities has tended to focus on the performance measurement systems used to exploit existing knowledge and capabilities. This focus has been at the expense of how broader forms of management control could be used to enable R&D contextual ambidexterity, the capacity to attain appropriate levels of exploitation and exploration behaviors in the same R&D organizational unit. In this paper, we develop a conceptual framework for understanding how different types of control system, guided by different R&D strategic goals, can be used to induce and balance both exploitation and exploration. We illustrate the elements of this framework and their relations using data from biotechnology firms, and then discuss how the framework provides a basis to empirically examine a number of important control relationships and phenomena.
LIDERAZGO, PRESENCIA Y CORPORALIDAD 2016 Liderazgo presencia y corporalidad 2...Javier Ruiz
Monografía sobre la dimensión corporal del liderazgo y sus implicaciones prácticas. La primera es cultivar la plena conciencia a través de la consciencia corporal, que se aborda tanto desde el punto de vista biológico (lo que hoy sabemos a partir de las neurociencias), como desde la perspectiva de las organizaciones que cuentan con programas para promover el "mindfulness" entre sus empleados. También describo el marco de la Teoría U para activar la presencia transformadora, actualizado tras el último libro de Scharmer en 2013. Finalmente, incluyo descripciones y casos de aplicación del método de Arawana Hayashi para cultivar la presencia desde el cuerpo, y su Teatro de Presencia Social.
Libro modelos de innovación en servicios isbn 9788468652368 info slideshareJavier Ruiz
Disponible en:
http://www.bubok.es/libros/233470/MODELOS-DE-INNOVACION-EN-SERVICIOS-Fundamentos-para-la-Gestion-de-la-Innovacion-en-el-Sector-Servicios
RESUMEN
Los servicios son hoy el motor de la economía. Su contribución al crecimiento económico y al empleo aumentan día a día en todos los países del mundo, desarrollados o emergentes. Ya no es un sector que tan solo aplica las mejoras que proceden de la industria, sino motor de innovaciones con rasgos propios que apuntan al futuro para resolver los grandes retos de las sociedades actuales. Este libro describe los rasgos diferenciales de la innovación en servicios. El primer capítulo caracteriza y clasifica la innovación en servicios desde la perspectiva macroeconómica. En el segundo capítulo se resumen de forma clara, sintética y con abundantes referencias, los modelos y métodos de gestión de la innovación actuales, incluyendo una revisión de los conceptos teóricos más significativos y su impacto en la práctica, para explicar la innovación. El tercer capítulo analiza seis casos reales de empresas de servicios, empleando las distinciones que se presentaron en los capítulos previos. En el cuarto capítulo se presenta una propuesta de modelo de innovación aplicable al sector servicios, que aporta pautas, criterio y herramientas para organizar formalmente la innovación en una gama variada de actividades de servicios, cubriendo los aspectos más comunes desde la estrategia de innovación, ideación, selección y diseño e implementación de nuevos servicios, y finalmente la dimensión clave de las personas, la cultura y el aprendizaje colectivo de la innovación. He considerado necesario acercar la mirada al proceso de nacimiento de nuevas empresas, ámbito en el que también los servicios juegan un papel central, y se dedica el último capítulo del libro a la actividad emprendedora y a las competencias necesarias para ello.
Facilitación Participativa de Equipos. Documentación Fundamentos. 2014Javier Ruiz
Facilitación participativa de equipos. Amplia introducción sobre las formas organizativas de hoy y su influencia en la participación auténtica. Incluye fundamentos para crear diálogo en equipos que permita crear visiones compartidas. 28 páginas, enviado previamente a los participantes en talleres sobre facilitación de equipos de hasta media jornada de duración.
Tercera parte de la documentación sobre Tecnología e Innovación. Fue usada en Master de Competitividad empresarial (MBA) del Colegio de Ingenieros Industriales de Bilbao y UPV. Este capítulo se dedica a la gestión estratégica de la innovación en la empresa.
Tecnología e Innovación. Capitulo 2 proceso de creación de productosJavier Ruiz
Segundo capítulo del material utilizado en Master de Competitividad Empresarial (MBA) del Colegio de Ingenieros de Bilbao y UPV en el periodo 2002-2010. El capítulo se dedica a dar una visión general de los procesos de creación de nuevos productos o proceso de diseño, con atención a herramientas útiles en los grupos de diseño y desarrollo, tales como QFD, TRIZ o Análisis del Valor.
Info slideshare libro la nueva facilitación participativa isbn9788468632698Javier Ruiz
“…en este trabajo, los métodos participativos para trabajar en grupos grandes se contraponen y se comparan, identificándose claramente sus fundamentos comunes. Pero el autor no se queda ahí, sino que nos ofrece igualmente su experiencia de animador “meta”, esto es, a la vez actor y observador del sistema." Etienne Collignon
Para adquirirlo ir a:
http://www.bubok.es/libros/224179/La-nueva-facilitacion-participativa/
Informe world café equipos emprendedores y sostenibilidad 5 junio 2008 v1Javier Ruiz
World café "Equipos Emprendedores y Sostenibilidad" organizado por Team Academy Euskadi - Tecnalia con motivo de la reunión anual de World Café Europe celebrada en Bilbao en Junio de 2008
COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL
COMMITTEE AND THE COMMITTEE OF THE REGIONS
Europe 2020 Flagship Initiative
Innovation Union
Seminario con Humberto Maturana en Bilbao. Notas Junio 2004Javier Ruiz
Seminario sobre la biología del conocer y sus implicaciones en el mundo de las organizaciones con Humberto Maturana y Gimena Dávila. Santurce, Junio 2004
Leadership Functions And Organizational Learning In Tecnalia Javier Ruiz
1. Organizational learning and leadership styles in
RTOs: A multilevel perspective in Tecnalia
Javier Ruiz
Tecnalia Innovation Systems, Parque Tecnológico de Bizkaia Ed. 700
48160, Derio, Spain.
E-mail: jruiz@labein.es
Abstract: Complexity leadership theory has been used to understand
organizational learning processes (exploration and exploitation and 4I
model) in complex multidisciplinary R&D projects in RTOs merging in
Tecnalia. Qualitative research and propositions are discussed in the
case study. Mechanisms and context in which adaptive, enabling and
administrative leadership functions at operational and strategic level
are identified and described.
Keywords: organizational learning processes, complexity leadership functions,
multidisciplinary R&D projects, merging RTO Tecnalia.
1 Organizational learning and leadership in a complexity context
Organizational learning is generally defined in terms of such distinct processes as
“individual change” and “sustainable competitive advantage” (De Geus, 1988; Senge,
1990). Though early work tends to separate individual and organizational learning,
recently integration of learning formulation at different levels of analysis has been done
(e.g. Bontis, Crossan, & Hulland, 2002; Matusik & Heeley, 2005). The specification of
learning processes at different levels of analysis provides an opportunity to uncover a
detailed picture of the role of leaders in facilitating organizational learning. However,
limited systematic research directly linking leadership and learning has been published. A
few such studies have used learning variables as outcomes to common measures of
leadership, such as transformational leadership (e.g., Amitay, Popper, & Lipshitz, 2005),
or examined leadership roles in learning in certain settings. By contrast, recent theoretical
work by Vera & Crossan (2004) and by Jansen, Vera & Crossan, (2009) systematically
linked strategic leadership and organizational learning. Transformational leaders usually
inspire learning that challenges the status quo (exploratory innovation), and transactional
leaders facilitate learning that reinforces existing practices (exploitative innovation).
In this paper, we explore multiple approaches to learning and leadership in two levels
of analysis: strategic (top executives in a merger process of six Research and Technology
Organizations RTO) and operational (EDEN & ATN complex R&D project level). After
analysing standarization (Ruiz, 1996), leadership (Ruiz, 2003) and knowledge
management (Ruiz, 2005) in R&D activities, now we are using the framework provided
2. by Berson et al. (2006) who organize the relevant literature to forming connections
between organizational learning and leadership.
Classic distinction between exploration and exploitation (e.g. March, 1991) and the 4I
framework (Crossan et al., 1999) were used as taxonomies to describe learning processes.
A tension exists between exploration and exploitation as they compete for organizational
resources and require different organizational contexts for support (Gibson &
Birkinshaw, 2004). While exploration includes search, variation, risk taking,
experimentation, play, flexibility, discovery, innovation; exploitation includes
refinement, choice, production, efficiency, selection, implementation or execution.
Exploration is variance-seeking and encompasses the constructs of creativity and
innovation, whereas exploitation is reliability-seeking and incorporates learning of
standard routines, transfering knowledge, and incremental adaptation (March, 1991).
The view of organizational learning as a process of change in thought and action both
individual and shared – embedded in and affected by the institutions of the organization
(Vera & -Crossan, 2004, p.224) is consistent with the strategic renewal perspective. They
suggest four processes: intuiting, interpreting, integrating, and institutionalizing through
which learning occurs at three levels of analysis: individual, group and organization.
Learning begins with individuals at the intuiting stage as a subconscious process and later
becomes conscious at the interpreting stage, where it is often shared with other group
members. Group members’ input gets integrated at the group and organization level,
where information is institutionalized and imbedded in systems, structure or routines.
Learning transfers among these four processes (4Is) are closely related to exploration and
exploitation. Exploration starts with the processes of entrepreneurial intuition and
interpretation of new ideas, while exploitation starts with the transfer of institutionalized
organizational learning. Integration ties the two types of learning together; it facilitates
the institutionalization of the results of exploration and the interpretation by individuals
and groups of institutionalized learning.
Leadership is a process of influencing and teaching others to understand why and
how certain activities and goals need to be accomplished (Jukl, 2006). As such, it
constitutes a process of facilitating individual and collective efforts to learn and
accomplish shared goals in organizations. But differences exist between leading and
leadership. Hannah & Lester (2009) define leading as an influence process where
individual leaders behave in ways that set the proper conditions for individuals, groups,
networks and systems to enact emergent behaviors that promote learning and adaptation.
These individual leader actions then serve to either promote or deter effective leadership
and its development, which can be defined as the collective capacity of organizational
members to engage effectively in formal and informal leadership roles that promote
learning and knowledge diffusion.
However, leadership research has explored the implementation of top-down
organizational forms by drilling deeper into human relations models (aimed at alignment
and control (Gronn, 1999; Huxham & Vangen, 2000). There seems to be e contradiction
between the needs of the Knowledge Era and the reality of centralized power. “The
dominant paradigms in organizational theory are based on stability seeking and
uncertainty avoidance through organizational structure and processes. But those
paradigms are inadequate for global, hyper-competitive environments, although their
replacements are not clear yet” (Ilinitch, D’Aveni, & Lewin, 1996, p. 217). In this
context, we are using the Complexity Leadership Theory (Uhl-Bien, Marion, &
McKelvey, 2007) to explore its constructs in the case study observations.
3. Complexity Leadership Theory is a framework for leadership that “enables the
learning, creative, and adaptive capacity of complex adaptive systems (CAS) in
knowledge-producing organizations or organizational units. This framework seeks to
foster CAS dynamics while at the same time enabling control structures appropriate for
coordinating formal organizations and producing outcomes appropriate to the vision and
mission of the organization. It seeks to integrate complexity dynamics and bureaucracy,
enabling and coordinating, exploration and exploitation, CAS and hierarchy, and
informal emergence and top-down control” (M. Uhl-Bien et al.,2007, p. 304; Uhl-Bien &
Marion,. 2009, p 632 ). Below we are exploring how adaptive and enabling functions
operate at individual and group level in complex multidisciplinary R&D projects. In
addition, how administrative function operates at the strategic level of merging 6 R&D
organizations is discussed.
2 Research method and case study of Tecnalia as RTO
Research method
Two levels of observation were adopted: The strategic level of the merger process
and the operational level of two multidisciplinary R&D projects described above.
Data were collected and analyzed by a team of four researchers who, over fourteen
months period, participated in meetings, taking extensive field notes and discussed these
in post hoc research meetings. In addition, twenty people were selected to be interviewed
in such a way as to obtain information on different perceptions, funcions (technology,
market, management) and activities at the operational (EDEN and ATN) and strategic
level of the merger process. A semi-structured questionnairei was used after being tested
following a first round of five interviews. The information gathered was recorded,
transcribed, analyzed and coded for emergent issues, using inductive qualitative methods
appropriate for exploratory research (Corbin & Strauss, 1993; Miles & Huberman, 1994).
At the same time, individual case studies of multidisciplinary projects (EDEN & ATN)
and merger process were developed and compared in order to identify emergent routines
and practices being transferred across projects (Yin, 1984). All this data were analysed
for the presence of drivers and interaction patterns within the organization as a whole,
eventually developing a single map that identified the double level perspective discussed.
Strategic level: The merger process of Tecnalia
After signed up a merged protocol last June 24th 2009, the six research and technology
organizations Cidemco, Esi, Fatronik, Inasmet, Labein and Robotiker, are progressing
into their merger process. The new RTO named “Tecnalia Research and Innovation” is
starting operations in January 2011 with 1300 staff and more than 110 millions € of
turnover. Tecnalia, resulted from a strategic alliance founded on July 2001, promoted by
the directors of the above mentioned RTOs. Azti and Neiker joined afterwards, and
remain in it, but not being involved in the current merger process. Additionally, Euve and
Leia, RTOs located in the province of Alava have applied to be part of Tecnalia.
Since 2001 up to now, Tecnalia has deployed an organization splitted in “sectoral
business units”, where technology competences are allocated with a market orientation.
4. Rationalizing specialization and competence building involved also the creation of some
“Polycentric Units”. Such polycentic business units are the combination of groups of
researchers located in different centres of Tecnalia. Its purpose is to create synergies and
to reach critical mass. These units usually share the same or close fields of activity,
segments of clients and knowledge. According to the source of incomes, Table 1 shows
the structure of the RTO involved in the merger process of Tecnalia. .
Table 1 Structure of turnover by type of contracts
Type of contracts Percentage of Turnover
Contract Research and Services 45-55
R&D Projects 35-42
Innovation Services, Testing and Calibration 3-15
Competitive R&D Programmes (EU, national and regional) 30-40
Non Competitive R&D Fundings 8-15
Source: Adapted from corporative statistics
The short term key milestones are determined by legal and structural issues, such as
creating one accountant and control system (ERP), legal change of the staff from six to
one RTO, or restructuring support services.
The Figure 1 shows the structure created to lead and coordinate the process. Ten
working groups were created in October 2009 to design and execute 102 projects with
specific objectives, milestones and deadlines to perform the merging succesfully.
Figure 1 Structure for decision making during the integration.
Structure
Integration
Commitee
Integration Office
Management Director of the
Commitee Merging Process
External
Consulting
Working Groups
Quality &
R&D Testing&Cal. Marketing & Serv.Grles y Innovation &
People (HR) Market Technology Eco-Fin Information
Programmes Laboratories Communication Legal / Fiscal IPR
Systems
Working Groups linked to support processes Working Groups linked to business processes
(source: adapted from Integration Office)
The operational level of the projects ATN and EDE
In the context of organizational design adopted at Tecnalia, based on sectoral business
units, the need to seek cross-cutting actions or projects has taken on relevance at strategic
5. level. The objective with this is to create a dynamic of generating (exploring and
exploiting) knowledge in order to benefit from opportunities in the interfaces between
disciplines and sectors. Thus emerges a “mitigation strategy” for limiting the
organizational dynamics prevailing in the knowledge silos of the sectoral units. It is in
this context that an approach is being made to the design of two cross-cutting projects
oriented towards promoting the development of knowledge and technology in areas of
strategic opportunity requiring the contribution of various research groups.
Case study ATN. Transversal Action in Nanomaterials is a multidisciplinary R&D
project, the objective of which is to increase competences in research and development of
nanotechnology, from the construction unit to new applications in the environmental and
iron-steel domains. Four working packages have been constituted for this , including n-
TiO2 photocatalytic activity modification (WP1), obtaining nanostructured steel (WP2),
evaluating the impact of nanoparticles on health (WP3) and study of nanoparticles for
treating soil contaminated sites (WP4). This project was selected for being at the initial
stage of its lifecycle (2009-2011), with an estimated budget of €2.4M and the
participation of researchers from the Construction, Environment and Iron-Steel units. The
dynamic of knowledge generation implied by the ATN project highlights the dimension
of exploring new knowledge through the development of additional competences in the
study and development of nanotechnology in the said research groups based on
knowledge accumulated by the group of nanomaterials in construction, currently
consisting of 20 researchers. The results exploitation model is based on the management
of IPR and spin-offs in the medium- and long-term.
Case study EDEN. Multidisciplinary R&D project to take up the challenge of
providing comprehensive solutions for both construction and energy sectors. The EDEN
project aims to provide sustainability strategies that help both sectors by focusing on
energy saving and efficiency. To this end, the EDEN project is developing new energy
products for buildings, new concept design of energy efficient buildings and
neighbourhoods, multifunctional industrialised solutions for building and energy
certification of buildings. The EDEN project was chosen due to being a project for the
period 2008-2010, with a budget of €3.8M plus investments of €1.8M, involving people
from two units (Construction & Territorial Development and Energy) located in four out
of the eight of the RTOs making up Tecnalia at the date of study. The implied dynamic of
knowledge generation emphasizes the dimension of exploitation, through the integration
of competences (materials engineering, systems for converting and storing energy and
smart networks, industrialization of the construction process and its standardization) and
the development of new products in the areas described. The multidisciplinary team
addressing the developments will evolve the project format into that of a “laboratory for
exploiting the results generated” backed by a testing, experimentation and development
infrastructure (Kubik Building Laboratory).
3 Leadership functions and organizational learning processes: development
of propositions and conceptual framework
The complexity leadership functions were connected with the organizational learning
processes discussed above, in order to explain interactions and knowledge creation in the
case study, were three propositions are formulated. Figure 2 represents a single map with
conceptual framework and propositions in the multilevel case study.
6. Fig 2. Leadership functions and organizational learning processes in the context of observation
Contexts of Observation Learning Processes Leadership Functions
Multidisciplinary R&D Projects Intuition P1
OPERATIONAL
P1 Interpretation
Adaptive
Leadership
Design
ATN
EXPLORATION
EDEN Development Feed-forward
P2 P2
Exploitation Integration Enabling Entanglement
Leadership
CAS context
EXPLOITATION
Merging Process
STRATEGIC
Feed-back
• Structures for decision
making
P3
• Working groups
Institutionalization
P3
Administrative
• Documents analysis Leadership
• Interviews & meeting
attendance
How Adaptive Leadership Function (ALF) influence knowledge exploration?
Complex Adaptive Systems can be used to describe the context in which EDEN and
ATN case study operates as multidisciplinary R&D projects in a RTO as Tecnalia.
Adaptive leadership is an emergent, interactive dynamic that produces outcomes in a
social system. It is a collaborative change movement that emerges nonlinearly from
interactive exchanges, or more specifically, from the “spaces between” agents. We thus
state the following proposition, summarising observations of the case study in Table 2:
Proposition 1. Adaptive Leadership Function (ALF) dominates in knowledge
exploration of complex multidisciplinary R&D projects, where intuition and
interpretation are key learning processes
How Enabling Leadership Function (ELF) influence knowledge exploitation?
The role of enabling leadership is to foster the conditions that catalyze adaptive
leadership and allow for emergence. ELF also helps to disseminate innovative products
of adaptive leadership through the formal managerial system. This is a function of
integration and entanglement between CAS dynamics and formal administrative systems
and structures.
Is the character of integration as a gate for further exploitation via formalizing knowledge
into organizational procedures what is being explored in the case study. We thus state the
following proposition, summarising observations in Table 3:
Proposition 2. Enabling Leadership Function (ELF) articulates knowledge
integration for exploitation of complex multidisciplinary R&D projects
7. Table 2 Findings related to proposition 1 in case study at operational level
Project Support Gathered information (summary)
ATN Supported “Intense dialogue among disciplines to understand one another, contexts and
different ways of application of knowledge” as project designer reported.
Participative leadership was underlined, “…we as researchers want to
participate in the early design of the project” (ALF)
An inspiration & strategy board provided the early design of the project
goals and competence needed. “Facilitating true dialogue, managing
diversity and conflict solving was my main job”, as a manager said. (ELF)
EDEN Partially
supported “Fluid, easy, communication within and across teams/actors was the right
context”…“Effective and frequent meetings and team working, avoiding
islands, no rigid formal meetings altogether”, team members mentioned.
Leaders provide a context of trust, open communication and commitment
with results. (ALF)
“Clarity in objectives, working plans and responsabilities, to adequate
resource allocation”. “Visionary leaders, with technical knowledge are
needed from the very beginning”, as researchers mentioned (BLF)
Table 3 Findings related to proposition 2 in case study at operational level
Project Support Gathered information (summary)
ATN Partially “Flexible & adaptive decision making during project development were
supported important”, as various researchers said. Distributed leadership
sinchronizing continuous resource re-allocation. (ALF)
“We adapted a cross-management system to have general figures as the
project evolves, but avoiding duplicating economic control in the different
organizational groups”, financial director reported (ELF). Fostering simple
project management and concise reporting documents. Mentoring and
coaching function to empower transversal leaders facing problems (ELF).
Creating tension between market latent needs and technology
developments, to formalize technical solutions. “We have to bring the
problems and challenges of the industry to the researchers…” as a
Supported
marketing engineer said. (ELF)
EDEN
“Clarifying results and impacts from the beginning” was asked by a
researcher, looking for exploitation. “We have to learn how to better
negotiate with partners”, as a manager reported (BLF).
How Administrative Leadership Function (BLF) influence institutionalization in
a merger process?
Administrative Leadership Function (BLF) refers to the actions of individuals in formal
managerial roles who plan and coordinate organizational activities (e.g. bureaucratic
function). Institutionalizing sets learning apart from individuals, and hence, manifests
itself in routines, structures, and practices of the organization (Crossan et al., 1999). A
process of merging 6 RTOs exceeds the area of exploiting knowledge, and it entails a
strategic reconfiguration of the conditions in which organizations operate in the market.
The purpose is to analyze the style of leadership predominating in the merger, where
8. institutionalization is a key process in organizational learning. We thus state the
following proposition, discussed in Table 4:
Proposition 3. Administrative Leadership Function (BLF) dominates the merger
process of six RTOs, where institutionalization is a key organizational learning
process
Table 4 Learning processes and leadership styles proposition 3 in case study at strategic level
Gathered information (summary)
Case Study Support
Merger Supported Hierarchy driven structures for decision making during the merger
process process, reinforced by legal requirements and processes (see Fig. 1).
(strategic Negotiation processes for power re-distribution (BLF)
level, where Top-down process of defining and creating working groups to perform
institutionali merging tasks, with external consultancy support for legal,
zation is a organizational design and strategy. (BLF)
key process)
Documents and meetings reflect simple direction flow of
communication (top-down information distribution and bottom-up data
gathering). Deadlines and risk management oriented activities. (BLF)
Formulated a common top-down strategy for knowledge exploitation
enhancing IPR management and spin-offs creation (BLF).
Discussion and implications
Observations support proposition 1 in the context of the ATN project, where the
exploration of new knowledge prevails. The CAS dynamic functions in laborious, slow
conversational processes. Asymmetries in language and applications create the
emergence of new solutions through nanomaterials. Nevertheless, the CAS dynamic
shows itself to be fragmented in the project subgroups of each RTO in EDEN
(exploitation domain), reflecting the merger process. In this project, the space for ALF
appears to be confined to the external network and to the technical level. Authority
asymmetries occurred between group leaders of each RTO in the assigning of resources.
Asymmetries in technological preferences between subgroups determined the types of
solutions adopted. Accredited node mechanism on glass photovoltaic solutions for
buildings succeed. Resonance mechanism was observed during the creation of the
KUBIK laboratory.
The Proposition 2 was partially supported in the operational context of the ATN and
EDEN projects. The “entanglement” between adaptive and administrative functions
appears to be particularly complex, showing itself to be more difficult in EDEN than in
ATN. The profile of middle managers determines the space for CAS, facilitating the
prevalence of ALF or BLF. It is necessary to make a more detailed study and in more
cases of mechanisms for converting interaction into interdependence, and of how to
identify and analyze the principal creators of tension. In EDEN, some of these tensions
were the adoption of procedures and contracts to exploit results integrating the innovating
products to the corporate structure. In ATN the language asymmetries and knowledge
and applications domains were tensions created from the ELF.
9. The observations support proposition 3 in the strategic context of the merger between
6 RTOs. Even in the operational domain of the projects greater agility is requested in the
taking of decisions and clarity of responsibilities, so much so that mechanisms of
transmitting organizational culture instituted around BLF operate on the operational level
of the projects. It is therefore no exaggeration to affirm that governance of the merger
between 6 RTOs is done from a clear-cut prevalence of BLF, in a top-down process.
4 Conclusions, limitations and further research
Complexity leadership construct has been used to understand organizational learning
processes in complex multidisciplinary R&D projects in RTOs in process of merging in
Tecnalia. Administrative leadership function dominates at strategic level in the merger
process, where reinforcing institutionalized learning moving from organization to groups
and individuals is a key process. Context and mechanisms have been identified for
adaptive leadership function operating in exploration activities (feed-forward from
intuition and interpretation to integration), which dominates at operational level (ATN
project). Also the observations permitted to identify mechanisms for enabling leadership
function operating in exploitation activities (feed-back from institutionalization to
integration) at operational level (EDEN project). However, the spaces for the enabling
function to operate were determined by the middle managers’ style, underlining
administrative or adaptive functions.
The main limitation of this study is its sample size of six companies, being similar
type of contract R&D organizations. There are always limitations to the generalizability
of case study research, particularly with a relatively small number of cases. Further
research is needed to deeper understand and extend the findings. Complexity leadership
theory needs experimental research with field surveys and comparative studies in R&D
and other organizations, in order to verify the mechanisms and contexts in which
complexity leadership operates. If leadership is not merely the influential act of an
individual or individuals but rather is embedded in a complex interplay of numerous
interacting forces, new research strategies should be tested to study this form of
leadership, connecting it with how learning processes operate at micro (individual), meso
(group) and macro level (organization). Integrating network analysis (Hannah & Lester,
2009) is also a promising approach to understand how do leaders interact with knowledge
networks to facilitate learning.
References and Notes
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Corbin J.M., & Strauss A.L. (1993). The articulation of work through interaction.
Sociological Quaterly, 34, 1, 71-83
Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational learning
framework: From intuition to institution. Academy of Management Review, 24,
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i
For the multidisciplinay R&D projects the semi-structured questionnaire had the blocs:
What went well? What went badly? What have we learned from the EdEn/ATN project?
What would we improve next time when working on projects like EdEn/ATN? Where do
you think backing is required for this kind of project. The script established made it
possible to extract information from the interviewees on the Project stages, the Team
(creation, motivation, teamwork dynamics), the Organizational context (centres, units,
fields of application), Technology/knowledge (harnessing, collaborations...) and
Exploitation /commercialization.