Career improvisation in self-designing organizations

Weick, Karl E.; Berlinger, Lisa R.

doi:10.1017/cbo9780511625459.018

Cited by 76 publications

(46 citation statements)

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“…This suggests that solely relying on the internal development and sourcing, with a general disregard for the external sourcing of talent, is at odds with an increasing realization that careers are more regularly characterized by inter-firm mobility in the current environment (DeFillippi and Arthur, 1994) and reduced identity with jobs and work settings (Weick and Berlinger, 1989). …”

Section: Developing a Talent Poolmentioning

confidence: 99%

Strategic talent management: A review and research agenda

Collings

Mellahi

2009

Human Resource Management Review

1,274

1,420

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Section: Developing a Talent Poolmentioning

confidence: 99%

Strategic talent management: A review and research agenda

Collings

Mellahi

2009

Human Resource Management Review

1,274

1,420

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“…The image of organizations as self-designing systems blends the image of repository with that of culture (see Weick & Westley, 1996;Weick & Berlinger, 1989;Eccles & Crane, 1988;Weick, 1977;Hedberg, et al, 1976 on self-designing systems). On one hand, as repository, the system accumulates built-up knowledge as trust-worthy public property, meeting a key condition for learning from error posited by Karl Popper (1989: 260).…”

Section: The Community-based Model Of Knowledge Creation: An Evolumentioning

confidence: 99%

From a Firm-Based to a Community-Based Model of Knowledge Creation: The Case of the Linux Kernel Development

Lee

Cole

2003

Organization Science

565

406

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We propose a new model of knowledge creation in purposeful, loosely-coordinated, distributed systems, as an alternative to a firm-based one. Specifically, using the case of Linux kernel development project, we build a model of community-based, evolutionary knowledge creation to study how thousands of talented volunteers, dispersed across organizational and geographical boundaries, collaborate via the Internet to produce a knowledge-intensive, innovative product of high quality. By comparing and contrasting the Linux model with the traditional/commercial model of software development and firm-based knowledge creation efforts, we show how the proposed model of knowledge creation expands beyond the boundary of the firm. Our model suggests that the product development process can be effectively organized as an evolutionary process of learning driven by criticism and error correction. We conclude by offering some theoretical implications of our community-based model of knowledge creation for the literature of organizational learning, community life, and the uses of knowledge in society.

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“…They include formal and informal training and development programs, cross-functional and lateral movements, and temporary assignments to broaden KSAs. Although some activities enhance general and organizationally specific professional and technical knowledge, others build more subtle resources such as unique personal competencies and the ability to synthesize complex information (Weick & Berlinger, 1989). Commitment, Turnover, or Activities that build general competencies facilitate transitions across boundaries.…”

Section: Hypothesis 1: Affective Commitment and Dependence Are Negatimentioning

confidence: 99%