Learning at the Organization Level

Reid, Malva Daniel; Bekbalaeva, Jyldyz; Bedford, Denise; García-Pérez, Alexeis; Jones, Dwane

doi:10.1108/978-1-83982-430-220211005

Cited by 3 publications

(3 citation statements)

References 12 publications

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“…The learning process emerges from broadly circulated activities, including generating, gathering, interpreting and distributing information (Reid et al , 2021). Experiential learning ideas explain how they can increase innovation in the organization.…”

Section: Literature Reviewmentioning

confidence: 99%

Innovation and organizational learning practices in tourism and hospitality sector: a gender-based perspective

Khalid

Hamid

Raza

et al. 2023

EBR

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Purpose In today’s digital age, technology is advancing at an unprecedented pace, and businesses that fail to keep up risk falling behind their competitors. This requires not only investing in technological resources but also creating a culture that values and encourages women in technological learning and innovation in the tourism and hospitality sector. This study aims to investigate the consequences of organizational learning on firm innovation directly and indirectly with cultural and technological perspectives. Design/methodology/approach The study carries out a quantitative approach, and data is collected from 398 women entrepreneurs from Thailand’s tourism and hospitality sectors. The statistical software Smart-PLS was used to analyze the data. Findings The findings revealed that organizational learning (the learning orientation and learning process) significantly influence firm innovation and organizational culture. Organizational culture also significantly mediates learning orientation, learning process and firm innovation, while learning leadership was found to be insignificant in relationship with organizational culture and firm innovation. However, technological knowledge has a significant moderating influence between organizational culture and firm innovation. Originality/value This study’s focus on the role of learning practices among women-owned small medium enterprises is a valuable contribution to the literature on innovation and entrepreneurship. These provided dimensions that can be helpful for women entrepreneurs to enhance firm innovation. The study shed light on the importance of diverse kinds of learning practices that change the patterns of innovation. This study also provides directions to practitioners to develop and implement business innovation strategies from women’s perspectives.

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Section: Literature Reviewmentioning

confidence: 99%

Innovation and organizational learning practices in tourism and hospitality sector: a gender-based perspective

Khalid

Hamid

Raza

et al. 2023

EBR

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“…Bu değişken, belirsiz, karmaşık ve muğlak çevrede rekabetçi avantaj yaratmak ve korumak, ve rakiplerle mücadele edebilmek örgütsel kaynakların etkin ve verimli kullanımını lüzumlu kılmaktadır. Bu örgütsel kaynaklar arasında en değerlisi ve örgütü rekabetçi oyunda tutma konusunda en etkili olanı ise insan sermayesidir (Reid, Bekbalaeva, Bedford, Garcia-Perez & Jones, 2021). Dolayısıyla örgütler örgütsel ahmaklıktan kaçınmalıdır.…”

Section: Sonuçunclassified

A General Overview of the Concept of Inertey of Intellectual Capacity and Organizational Stupidity in Organizations

UCEL

2023

Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi

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Örgütsel ahmaklık (örgütsel aptallık) kavramı örgütsel zekâ kadar akademik ilgi çekememiş, sınırlı sayıda çalışmaya konu olmuştur. Çalışanın bilişsel kaynaklarının ve entelektüel kapasitesinin kullanımının kısıtlanması, ya da bu kapasiteyi kullanmaktaki isteksizliği olarak tanımlanan kavram, örgütte düşünümselliğin, karar ve faaliyetleri sorgulamanın ve eleştirel düşüncenin yokluğu olarak da tarif edilmektedir. Örgütsel ahmaklığın kurum tarafından teşvik edildiği belirtilmektedir, çünkü örgütsel düzenin sağlanmasını olumlu etkilemektedir. Öte yandan kurumda entelektüel kapasitenin atıl kalması, karar verme becerisinin ve çevresel değişimlere uyum kapasitesinin azalması gibi oldukça olumsuz sonuçları da vardır. Gittikçe artan rekabet, sürekli hale gelen değişim ve belirsizlik örgütlerin çevreyi anlama, değişimi okuma ve uyum sağlama becerilerinin önemine vurgu yapmakta, insan sermayesinin bu süreçteki kritik değerini öne çıkarmaktadır. Dolayısıyla kurumların bir hastalık olarak adlandırılan örgütsel ahmaklığa karşı bağışıklık kazanmaları gerekmektedir. Katılımcı bir çalışma ortamı, destekleyici ve güçlendirici bir örgüt kültürü ve çalışanların birbirleriyle haberleşmelerini, bilgi paylaşmalarını ve eleştirel düşünceyi teşvik eden bir yönetim tarzı gibi uygulamalar entelektüel kapasitenin azami kullanımı ve örgütsel ahmaklıktan kaçınma için önerilenlerden birkaçıdır. Bu çalışma, örgütsel ahmaklığı alanyazında yer alan çalışmalar ışığında inceleyerek kavrama ilişkin genel bir bakış sunmaktadır.

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“…The answer to this question has several dimensions, one of which is related to the internal conditions of the company and the effective use of the knowledgeable forces in the company. The first and foremost factor of superiority in commercial competitions is the superiority of human capital, which drives the main wheel of technology in different countries and is considered their most precious capital (Reid, 2021). Therefore, providing an integrated model of collective stupidity to inform managers about the contexts and possible causes of collective stupidity, helping eliminate entropies that threaten human capital, identifying ways for proper use of human capital and helping managers make the right decisions are all very important.…”

Section: Introductionmentioning

confidence: 99%

Collective stupidity: influences on decision-making in knowledge-based companies

Ahmadzadeh

Safari

Teimouri

2022

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PurposeEven the smartest organizations believe that “good enough is never good enough.” Highly intelligent people may be able to do important things individually; still, it is their accumulated brainpower that allows them to do great things. Collective intelligence means when a group of people do things that seem intelligent. On the other hand, when intelligent people are gathered or hired in an organization, they tend toward collective stupidity and slow-wittedness. Therefore, the purpose of the present study is to develop a model of the factors affecting and affected by collective stupidity.Design/methodology/approachThis study was conducted using a mixed-method approach and in two phases: qualitative and quantitative. First, in the qualitative phase and in order to achieve new findings, semi-structured interviews with experts from 12 knowledge-based companies were used to design a conceptual model and formulate the hypotheses. At the end of the qualitative phase, the conceptual model and relationships between variables were drawn. Then, in the quantitative phase, by running structural equation modeling, the antecedents and consequences of collective stupidity derived from the qualitative phase findings were analyzed and the research hypotheses were tested in 110 industrial knowledge-based companies.FindingsThe results of the qualitative phase revealed that individual, group and organizational factors were the antecedents of collective stupidity, with individual factors having three dimensions, collective ones including two dimensions and organizational ones focusing on the characteristics of managers/companies. It was also found that collective stupidity had individual consequences in three dimensions and organizational consequences in five dimensions; and one-sidedness, non-strategic thinking, organizational injustice and weakness in the management of key personnel were extracted as mediators. The results of the quantitative phase confirmed the research model and showed that individual factors and organizational consequences had the lowest (0.037) and highest (1.084) effect sizes on collective stupidity, respectively.Research limitations/implicationsThe study of the phenomenon in a particular context and the difficulty of generalizing the findings to other situations, the small size of the study population due to the disproportionate number of experts to the total staff in the qualitative phase, and the limited participation of experts due to the negative nature of the issue in the quantitative phase. Taking advantage of the diversity of experts' mental abilities through equipping the organization with tools for recognizing collective stupidity, improving collective decision-making, enhancing the efficiency of think tanks and organizational prosperity in the age of knowledge economy, preventing damage to the body of knowledge of the company and reducing social loafing can be the main operational implications of this study.Originality/valueUsing a mixed-method approach for analyzing the antecedents and consequences of collective stupidity in this study and examining such a phenomenon in a knowledge-based organizational context and its implementation in a developing country can be among the innovations of the present research. By following a few studies conducted in this field in addition to the organizational pathology of the phenomenon using a fundamental method, this study obtained deep results on how to make the maximum use of experts’ capacities. This was to the extent that in all of the three sections, i.e. the antecedents and consequences of collective stupidity, a new factor emerged.

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Learning at the Organization Level

Cited by 3 publications

References 12 publications

Innovation and organizational learning practices in tourism and hospitality sector: a gender-based perspective

Innovation and organizational learning practices in tourism and hospitality sector: a gender-based perspective

A General Overview of the Concept of Inertey of Intellectual Capacity and Organizational Stupidity in Organizations

Collective stupidity: influences on decision-making in knowledge-based companies

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