Learning about learning agility

Mitchinson, Adam; Gerard, Nathan; Roloff, Kathryn S.; Burke, W. Warner

doi:10.5465/ambpp.2012.288

“…Learning agility is also the ability to make quick decisions, even in the absence of complete data; it is the capability to embrace the ambiguity that often characterizes new ideas and unfamiliar situations (DeRue et al, 2012). While past performance is a strong predictor of future performance, recent research suggests that because learning agility emphasizes the ability to adapt, change, and expand one's learning style to tackle novel situations, the construct is even a stronger predictor of future performance (De Meuse, Guangrong, & Hallenbeck, 2010;Mitchinson & Morris, 2014).…”

Section: Buyer-supplier Relationships and Inter-organizational Learnimentioning

confidence: 99%

Underlining micro socio-psychological mechanisms of buyer-supplier relationships: Implications for inter-organizational learning agility

Carmeli

¹

,

Zivan

²

,

Gomes

³

et al. 2021

Human Resource Management Review

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Link to publication on Research at Birmingham portal General rights Unless a licence is specified above, all rights (including copyright and moral rights) in this document are retained by the authors and/or the copyright holders. The express permission of the copyright holder must be obtained for any use of this material other than for purposes permitted by law. • Users may freely distribute the URL that is used to identify this publication. • Users may download and/or print one copy of the publication from the University of Birmingham research portal for the purpose of private study or non-commercial research. • User may use extracts from the document in line with the concept of 'fair dealing' under the Copyright, Designs and Patents Act 1988 (?) • Users may not further distribute the material nor use it for the purposes of commercial gain. Where a licence is displayed above, please note the terms and conditions of the licence govern your use of this document. When citing, please reference the published version. Take down policy While the University of Birmingham exercises care and attention in making items available there are rare occasions when an item has been uploaded in error or has been deemed to be commercially or otherwise sensitive.

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“…Learning agility is defined as the willingness and ability to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions [21] [22] . Mitchinson, A. G., Gerard, N. M., Roloff, K. S., & Burke, W. (2012) [23] in their white paper 'learning about learning agility ' defined it as a collection of behaviors that individuals employ as they seek out, manage, understand, and ultimately learn from challenging organizational experiences. If an individual lacks conceptual work capacity to generate the thought processes required to encompass the complexity inherent in his or her work responsibilities, then effective discretion cannot be exercised.…”

Section: Michael J Mccarthymentioning

confidence: 99%

Intrinsic Human Capacities of High and Low Performers of Public Sector Manufacturing Industry in India

2020

jcr

0

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Background: Public Sector Manufacturing Industry in India has well dominated the culture of satisfactory under-performance in the past, wherein even low performance is seen as satisfactory as a Governmental promotion strategy. However, with time, the Public Sector's monopolistic existence has witnessed entry of new private players as their competitors and compelled them to perform at an equal platform, if not better. The change has geared the overall Management perspective/ strategy of Manufacturing Industry and the focus has shifted from mere existence to profitable existence. The approach has turned performance-oriented. Human capabilities driving organizational results are being acknowledged and organizations are increasingly spending more on enhancing their employee's Intrinsic Human Capacities. Keeping in view of the uniqueness of each human individual, this study was undertaken to examine whether different intrinsic human capacities (Learning capacity, Conceptual Capacity, Relationship Capacity, Action Capacity and Spiritual Intelligence) drives different degree of performance. Further, the study is based on the premises that individuals with higher intrinsic human capacities will perform better than those with lower intrinsic human capacities. Materials and Methods: In this stratified randomized study, primary data from 399 executives of Public Sector Manufacturing Organization (with special status i.e. Maharatna, Navratna, Mini-ratna) in India was collected through self-administered questionnaires reports on five intrinsic human capacities (Learning capacity, Conceptual Capacity, Relationship Capacity, Action Capacity and Spiritual Intelligence). Performance scores from supervisors of these 399 executives were separately collected. Further, based on performance scores, the sample was categorized into five performance groups (Very High, High, Average, Low and Very Low). Finally, the overall data was statistically analyzed through ANOVA. Results: Findings suggest that there is significant difference in the overall Intrinsic Human Capacities Scores of high and low performers of public sector manufacturing industry. In all the five intrinsic human capacities, there exists significant difference in high and low performers of public sector manufacturing industry, except for Learning capacity. Conclusion: The study provides empirical support for researchers and practitioner in the field of Human Resource Development, directing training interventions for enhancing such intrinsic human capacities for higher performance. Dunning Krugers effect for overestimated intrinsic human capacities scores in 'Very Low Performance' group is also seen.

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“…Learning agility is defined as the willingness and ability to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions [21] [22] . Mitchinson, A. G., Gerard, N. M., Roloff, K. S., & Burke, W. (2012) [23] in their white paper "learning about learning agility " defined it as a collection of behaviors that individuals employ as they seek out, manage, understand, and ultimately learn from challenging organizational experiences. 2.…”

Section: Review Of Literaturementioning

confidence: 99%

Intrinsic Human Capacities of High and Low Performers of Public Sector Manufacturing Industry in India

Jain¹,

Singh²

2019

IJM

2

0

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Background: Public Sector Manufacturing Industry in India has well dominated the culture of satisfactory under-performance in the past, wherein even low performance is seen as satisfactory as a Governmental promotion strategy. However, with time, the Public Sector"s monopolistic existence has witnessed entry of new private players as their competitors and compelled them to perform at an equal platform, if not better. The change has geared the overall Management perspective/ strategy of Manufacturing Industry and the focus has shifted from mere existence to profitable existence. The approach has turned performance-oriented. Human capabilities driving organizational results are being acknowledged and organizations are increasingly spending more on enhancing their employee"s Intrinsic Human Capacities. Keeping in view of the uniqueness of each human individual, this study was undertaken to examine whether different intrinsic human capacities (Learning capacity, Conceptual Capacity, Relationship Capacity, Action Capacity and Spiritual Intelligence) drives different degree of performance. Further, the study is based on the premises that individuals with higher intrinsic human capacities will perform better than those with lower intrinsic human capacities. manufacturing industry. In all the five intrinsic human capacities, there exists significant difference in high and low performers of public sector manufacturing industry, except for Learning capacity.Conclusion: The study provides empirical support for researchers and practitioner in the field of Human Resource Development, directing training interventions for enhancing such intrinsic human capacities for higher performance. Dunning Krugers effect for overestimated intrinsic human capacities scores in "Very Low Performance" group is also seen.

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Learning about learning agility

Cited by 21 publications

References 0 publications

Underlining micro socio-psychological mechanisms of buyer-supplier relationships: Implications for inter-organizational learning agility

Underlining micro socio-psychological mechanisms of buyer-supplier relationships: Implications for inter-organizational learning agility

Intrinsic Human Capacities of High and Low Performers of Public Sector Manufacturing Industry in India

Intrinsic Human Capacities of High and Low Performers of Public Sector Manufacturing Industry in India

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