Learning From Learning Theory

Chandler, David; Hwang, Hokyu

doi:10.1177/0149206315572698

Cited by 74 publications

(52 citation statements)

References 162 publications

(220 reference statements)

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“…Considering the complexity and plurality of their organizational and environmental context, we can expect specific arrangements of managerial and institutional attributes operating in the strategic management of hospitals, not only due to their diversity but also to the ambiguity of their objectives, their stakeholders' beliefs and interests (Binder, 2007;Chandler & Hwang, 2015;Greenwood et al, 2011). This paper contributes to the field by identifying and examining tensions derived from managerial and institutional approaches based on the strategic management practices experienced by philanthropic Brazilian hospitals inserted in a dynamic and sometimes unpredictable environment.…”

Section: Introductionmentioning

confidence: 99%

Strategic Management in Hospitals: Tensions between the Managerial and Institutional Lens

Pascuci

Júnior

Crubellate

2017

BAR, Braz. Adm. Rev.

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The relationship between organizations and their environments has been object of study by scholars of the theory of organizations and in discussions concerning organizational strategy. When these perspectives come together, two sets of different but overlapping forces in the strategy formation process are highlighted. The purpose of this study is to analyze how strategic management contributed to reducing tensions derived from managerial and institutional logics in philanthropic hospitals. It is a comparative case study, with a multi-method approach. The data were examined using narrative and document analysis techniques. The analysis indicated that integrating organizational-managerialist and institutional perspectives raises continuous tensions within organizations with a direct impact on managerial decisions, strategic actions and performance. The strategic management approach should be sensitive enough to recognize and reduce these tensions and find ways to integrate them more effectively. This effort requires a combination of strong leadership skills and appropriate managerial tools. Flexibility, adaptability, creativity and informal interactions should be the basis of any strategic initiatives. Daring and innovation of the hospitals -more than acquiescence -are essential to their social and financial sustainability.

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Section: Introductionmentioning

confidence: 99%

Strategic Management in Hospitals: Tensions between the Managerial and Institutional Lens

Pascuci

Júnior

Crubellate

2017

BAR, Braz. Adm. Rev.

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“…Chandler and Hwang (2015) stated that organizations respond to external pressures by adopting practices that have become institutionalized. The SMEs surveyed were found to have adopted automation due to pressures from the environment, but were not using it to its full potential.…”

Section: Discussion Of the Research Questionsmentioning

confidence: 99%

“…It provides and explanation of how organizations respond to external pressures in ways that encourage the appearance of uniformity across industries (Chandler and Hwang, 2015). Institutional theory highlights the influence of the external environment on organizations, as well as the development of an organization's formal structure and the practices and procedures implemented.…”

Section: Institutional Theory and Isomorphismmentioning

confidence: 99%

“…Their policies and practices often reflect external pressures, including regulations, as well as public pressure for legitimacy and social acceptance. Chandler and Hwang (2015) stated that institutional theory is essential to the understanding of actions by firms and provides an explanation of how they respond to external pressures by implementing practices that have become institutionalized. This research seeks to expand on these findings by examining whether different or similar strategies exist between retail and manufacturing/distribution SMEs in Jamaica.…”

Section: Factors That Influence the Adoption Of Inventory Management mentioning

confidence: 99%

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A Study of Inventory Control Systems by Jamaican SMEs in Retail and Manufacturing/Distribution Industries

Johnson¹,

Ruankaew²

2017

IJBM

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It is widely accepted that firms can achieve effective inventory management with the right strategies. This study analyzed the inventory control strategies of small to medium-sized enterprises (SMEs) in Jamaica. The objectives of the study were to identify whether these companies used the "best practices" in inventory control, the effects of their strategies on business performance, and the factors that affected the development of their strategies. The study employed a methods triangulation approach that included case studies, interviews, questionnaires, and observation with a focus on twelve inventory-intensive SMEs in retail and manufacturing/distribution industries. The SMEs were found to use common inventory control strategies such as stock counts, Enterprise Resource Planning (ERP) systems, forecasting, and inventory classification.The findings of this study support institutional theory and isomorphism because it was discovered that due to external influences, firms studied within the same industry adopted similar strategies, and even in different industries, the 'best practices' in inventory control were the same. The drivers of this isomorphic organizational behavior were found to be costs, government regulations, and imitation of successful strategies in other companies. The SMEs surveyed were classified as semi-automated due to limited automation and confirmed success in their inventory management. The study validates the existence of institutionalism among SMEs in the retail as well as manufacturing/distribution industries in Jamaica. A broader scope examining larger firms and other industries would further identify isomorphic organizational behavior across the Jamaican business landscape. For future research, an investigation of financial performance and changes and adoption of new inventory control strategies of Jamaican SMEs is recommended to achieve a broad view of inventory management on the financial performance of Jamaican SMEs.

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“…The learning school, such as institution school is educational and one can say in general the concepts of learning school is common in parts of the institutional school. (Salamzadeh, Azimi & Kirby, 2013;Chandler & Hwang, 2015) …”

Section: The Learning Schoolmentioning

confidence: 99%

Strategic management development: the role of learning school on promotion of managers’ competence

Salamzadeh¹,

YousefNia²,

Marković

et al. 2016

Econom. y Socied.

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The aim of this study was to research the effects of using the Learning School to improve competency criteria of managers in Bank Saderat Iran and determine the effect of each criterion of this school. By using a Morgan table and assuming an unlimited population size, 384 individuals were randomly selected. After choosing six core competencies of the managers, data was collected using a 47-item questionnaire. After confirming the questionnaire's validity using SPSS and a Spearman's test, the significant correlation of all criteria was established, excepting for personality traits and the implementation of the learning school. Finally, using the Topsis method, criteria was ranked as follows: attitude, knowledge, capability and personality traits (directly proportional). The results of this study can be used in the decision-making process for the selection, appointment and improvement of senior managers in economic organizations in the country. ResumenEl objetivo de este estudio es investigar los efectos del uso de la escuela de aprendizaje con el fin de mejorar los criterios de competencia de los gerentes en Bank Saderat Irán y determinar los efectos de cada criterio de esta escuela. Mediante el uso de la tabla de Morgan y asumiendo el tamaño ilimitado de la población, 384 personas fueron seleccionadas al azar. Después de seleccionar seis competencias básicas de los directivos, se recogieron los datos en un cuestionario con 47 preguntas. Después de confirmar la validez del cuestionario con SPSS y con la utilización de la prueba de Spearman, se estableció la correlación significativa de todos los criterios, excepto los rasgos de personalidad y la implementación de la escuela de aprendizaje. Finalmente, se empleó el método de Topsis para ordenar los criterios de la siguiente manera: actitud, conocimiento, capacidad y rasgos de personalidad (directamente proporcional). Los resultados de este estudio se pueden utilizar en la toma de decisiones para la selección, nombramiento y mejora de los altos directivos en las organizaciones económicas del país.

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Learning From Learning Theory

Cited by 74 publications

References 162 publications

Strategic Management in Hospitals: Tensions between the Managerial and Institutional Lens

Strategic Management in Hospitals: Tensions between the Managerial and Institutional Lens

A Study of Inventory Control Systems by Jamaican SMEs in Retail and Manufacturing/Distribution Industries

Strategic management development: the role of learning school on promotion of managers’ competence

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