Identifying Scenarios for Ambidextrous Learning in a Decoupling Thinking Context

Engström, Annika; Wikner, Joakim

doi:10.1007/978-3-319-66926-7_37

Cited by 7 publications

(11 citation statements)

References 9 publications

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“…They contain both expansive and non-expansive phases; both steps forward and digressions' (391). Other studies on how cognition and context are tightly bound, (Engström 2014;Ellström 2001) correspond to this and have identified two different logics of learning: executional, (Engström and Wikner 2017) developed from the concept of adaptive learning, (Ellström 2001) and developmental learning (Engström and Wikner 2017;Ellström 2001). These two logics need to be balanced (Wallo, Ellström, and Kock 2013).…”

Section: Introductionmentioning

confidence: 89%

“…Even though both logics have been interpreted as equally important, their relationship is often treated as two entitiesincompatible and mutually exclusive in learning researchsimilar to how stability and change can mistakenly be viewed (Farjoun 2010). In this study, we follow Farjoun's (2010) recommendation and interpret these two logics of learning as a dualitycontradictory in nature but mutually enabling and interdependentas a potential ambidextrous learning process (Engström and Wikner 2017). This paper's contribution is to empirically demonstrate how learning during unplanned managerial work practices occur, and discuss the need of an ambidextrous learning perspective in integrating contradictory and independent learning logics at work.…”

Section: Introductionmentioning

confidence: 93%

“…Developmental learning, focussing on flexibility, variation, and experimentation (Ellström 2006) is Figure 1. How learning in organisations takes place in the interaction between two operating parts: explicit and implicit processes (Ellström 2006;Engström and Wikner 2017).…”

Section: Actions and Two Learning Logicsmentioning

confidence: 99%

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Unplanned managerial work: an ambidextrous learning potential

Sollander

Engström

2021

Studies in Continuing Education

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Learning processes have an impact on both specific problems and provide wider knowledge of different work processes. For this, managerial work has been identified as crucial. Managerial work is ad hoc and full of daily disturbances, and as learning in organisations often occurs unplanned, it is of interest to study learning processes during unplanned managerial work. A theoretical framework with two learning logics, developmental and executional learning were used. These logics are interpreted as an interdependent duality and not only as two equally important entities. The purpose of this study is to understand learning processes during unplanned managerial work in practice, from an ambidextrous perspective. An in-depth qualitative approach was used, where four learning processes were identified and analysed. We identify two ambidextrous learning logics, within complex work processes, based on either the executional or developmental mode, as a complement to existing knowledge on learning in organisations.

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Section: Introductionmentioning

confidence: 89%

Section: Introductionmentioning

confidence: 93%

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Unplanned managerial work: an ambidextrous learning potential

Sollander

Engström

2021

Studies in Continuing Education

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“…To attain a refined MPDSS, the supplier must have a good understanding of the product attributes of which customers' needs diverge [4]. Suppliers with a CSS are on the other hand devoted to developing competence to understand customers' needs and competence to engineer products fulfilling those needs [5].…”

Section: Fig 1 Categories Of Solution Spacesmentioning

confidence: 99%

Defining Solution Spaces for Customizations

Käkelä

Wikner

2018

IFIP Advances in Information and Communication Technology

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Customization in different flavors have been identified as an important differentiator if low-cost competitiveness is not viable. To provide a customer unique solution is however not the same as providing a solution that is designed and individualized for a particular delivery to a customer. These two cases are illustrations of how customer requirements may be fulfilled differently depending on the match between stated requirements and the solution offered. The range of solutions that can be offered is represented by a solution space consisting of either predefined or postdefined solutions. Predefined refers to solutions that are defined before commitment to a customer and postdefined refers to solutions that are defined after commitment to a customer. Both cases are constrained by a boundary of possible solutions but the postdefined solutions provide opportunities for bounded innovation beyond what the predefined solutions can provide. Combining the properties of the different solution spaces provides not only an operational definition of customization but also supports in identifying strategic opportunities for extending the solutions and types of customizations a business provides.

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“…A task consists of activities which is the sum of aggregated actions performed by employees and/or machines. An action stands for the smallest entity of work that an activity can be divided into [19]. An execution action involves the responsibility to follow instructions and procedures to control product quality.…”

Section: Designing and Performing Tasksmentioning

confidence: 99%

A Framework for Task-Based Ambidexterity in Manufacturing SMEs

Sollander

Engström

Wikner

2018

IFIP Advances in Information and Communication Technology

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To be competitive, it is important for companies to create a breeding ground for innovation without jeopardizing productivity. The challenge posed by industrial companies and the innovation research community is how to promote innovation while achieving efficient execution. The ability to balance execution and innovation is referred to as organizational ambidexterity (OA), which includes several dimensions, concepts and approaches where a central task can be identified. The purpose of this paper is to investigate what consequences result from different dimensions of a task in relation to the types of its actions, and their effects on OA. The focus of the task is firstly investigated, followed by the development of nine scenarios via combining the designers' and the performers' perspectives of the task. A brief analysis of the scenarios indicates that there is no single optimal scenario; rather, the scenarios represent different states that are appropriate for certain conditions, and dynamic adaptation should be encouraged in relation to the changing conditions. This type of dynamics is particularly expected to prevail in small and medium-sized enterprises (SME) because the roles that are responsible for tasks in these organizations are less specialized. Therefore, SMEs must define tasks that include both explorative and exploitative parts, either simultaneously or sequentially, to stimulate employees to work ambidextrously and thereby develop the concept of task-based ambidexterity.

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Identifying Scenarios for Ambidextrous Learning in a Decoupling Thinking Context

Cited by 7 publications

References 9 publications

Unplanned managerial work: an ambidextrous learning potential

Unplanned managerial work: an ambidextrous learning potential

Defining Solution Spaces for Customizations

A Framework for Task-Based Ambidexterity in Manufacturing SMEs

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